Real-World Master-Class in Project Management With Microsoft Project and Earned Value - Free

In the beginning was THE PLAN. And then came The Assumptions.
And The Plan was without substance. And The Assumptions were without form. And darkness was upon the face of the Workers. And they spoke among themselves, saying, 'It is a crock of s--t, it stinks.' And the workers went unto their Supervisors, and said, 'It is a pail of dung, and none may abide the odour thereof.' And the Supervisors went unto their Managers, saying 'It is a container of excrement, and it is very strong, such that none may abide it.' And the Managers went unto their Directors, saying, 'It is a vessel of fertiliser, and none may abide its strength.' And the Directors spoke among themselves saying one to another, 'It contains that which aids plant growth, and it is very strong.' And the Directors went to the Vice-Presidents, saying unto them, 'It promotes growth, and it is very powerful.' And the Vice-Presidents went to the President, saying unto him, 'This new plan will actively promote the growth and vigour of the company, with powerful effects.' And the President looked upon The Plan, and saw that it was good. And The Plan became policy. And that is how S--t happens.
Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round
Results are promising : Turned power on and no smoke detected -- this time... Elements will be phased in Good, gradually as butperhaps a the software little more matures: detail here ? It's late!
ct je ro g P ject gin Pro a an M
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Simon Harris, PMP, CGEIT, IPMA-D, P2
Logical Model Ltd 2010
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Free for individual use. A commercial license (MSPJ@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
By Simon Harris, PMP, CGEIT, IPMA-D & PRINCE2 regd
Master-Class in Really Managing a Project using Microsoft Project and Earned Value Analysis
Logical Model Ltd +44 (0) 845 2 57 57 07
Logical Model Ltd
They who think education is expensive have not yet assessed what they pay for ignorance
The Courses Purpose

This course owes its existence to my frustration at 1,000 page books that tell you almost nothing about how to run a project with Microsoft Project (MSPJ) My analogy is that the manual that comes with a new car tells you how to turn on the headlights but not how to drive the car to get the groceries I have attempted to integrate project parallels to getting the groceries, driving the car, being safe (having the lights on and seeing where you are going) in this course In project terms that is being able to define project objectives, entering the resulting breakdown structure, task dependencies and resource needs to plan achievement of objectives and then tracking achievement and replanning remaining steps until completed My mistakes: seeing everyones perspective and thus realising what isnt obvious to others (or seeing what, with some distance is obviously an error) is impossible. IE this contains errors, flaws & weaknesses: tell me via MSPJ@logicalmodel.net and Ill fix them The course was written to be instructor led (more details later). Hopefully it is of value as self-study Please pass a copy or a link on to those you think would find it useful - thanks
Logical Model Ltd
Some of my thoughts as expressed in this work were refined in discussions I have had while on assignment for Atlantic Management Centre International (AMCI) Ltd. I thank them for agreeing that, where representation of ideas have merged and been shared, AMCI is content this acknowledgement discharges any obligation to them.
Domestics
Logical Model Ltd Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
To Get The Best From The Course

Stop me when you lose it: You cannot focus all day We will take frequent breaks There are no dumb questions: Ask questions as we go whenever you want to Everyone has a Mulligan (or 10) If youre frequently 1st to answer questions then slow down, add your view after youve heard from others (youll learn more) If anything is amiss give me feedback before the end, so I can fix it
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oa ai i , D a pparr,D o oon)) Your contributions: If you disagree please ARGUE! t assaa ri d s on d dooi it adesscrbeed so nd al annd d h i e c ibhem a d aappal a(whicchiss dskim tthem and PjM is too complex for one opinion to be correct o finnd n i wh i y b t f ructure o tered, kim nds-o aaybee to sttructurec( unntered, sice haands-on yym h hee s ud es t n o racct e -st u ng t et What is said in the room stays in the yroomeff-stthidngmooggettthheenffrrsteencrruaallyypprantgilcaettteroones ter n n i i s to ee l l rrss l l fo t w i la er) J to st wa fo h le hi re h rd h mpl t ng beest waytheewhoole tat aarehaardpw offMSPPJ ter ccompeetireminnder) hee b ver th w s th at yy o MS af ter o ialry remi d co p ion tth o s Be on time e ers ion , S i im kr n opic th , U e a l e l sson ( f ke d eeevversime)),Skkm ove oonttopicslate)),Usse arcio r leessons amaakeaad iary r ffr uc he i e i t ough a ier r hat m issaattough , di i g t h a re-set o e et t ck o ssim at e aadnng tt e ppre-set timnt ggetsstuer ttoaassimilRe-Skkm eealrl afttertthat ( im e re M urce , l, PjM i ou arr re haps a t a al ll , D ontten asi ier oft) , , e-S arter y af x oo Pj ti i n o ce u leexttool, rmaatoonssourse eeyyou ay epeerhaps aethodiccalyy, D offteneeasicrossoft) y R r qquarterly r c or Sinnc h da y((p comppl e fo m hodi ok iss o rom M cro Si eac h da cogni i e n t hl ugh m nd o J issaa com ennseinnforortt,rrecognts oough met r 3rddloooktirial lffrom Miand moonthly o r l SPPJ i is a d e s i eff or , e or h hr kk eac ing tthr MS 3 h n y cc uun w k g M , thiss is a d pend eff he d a 2 nd or 60-daay tria finisshed and m t w orth d Logical h ore orrkin 2l57terr((a 2 Model Ltd w+44 (0) 845 a 57e hi o em lat 07 o aa 60-d havvLogicaliModel Ltd ee f ni vemen t w o pi i d ffore ttopcc, tpared ttosspenachieevemen aad bee ou wn l l o h b urn ttotthem an doownoo fterryyou ha re aredss i an achipacket beepprepogreessiss anpay--packet tturn (you ccan d hing aafte e rre b r pr ogr g u y he ou ou o yo wh l l t n yyour pr oneyyinntthe pa yyouggo (the whooee thi s i aas m on e m Skim the
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Using the Course

Your learning will be best if you continually try the capabilities as they are explained Frequent interludes and exercises are included for experimenting When basic skills are developed a complex case study is fully planned and tracked through 7 months of EV The case-study evolves through out the course from entry of scope and resources through development of multiple baselines and tracking of progress and problems. All the MSPJ topic areas link directly to the supporting project management (PjM) skills taught in our pre-PMP level PjM courses Our post-PMP level courses use complex adaptive systems principals: they depend on the foundations of good scope, cost and time management but are not MSPJ based
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Objectives
The course is intended to make you able to Link REAL project management* to use of a typical planning tool Navigate the Microsoft Project (MSPJ) landscape
Understand MSPJs concepts, elements and how to usefully combine them MSPJ has so many options my true aim to show you how to explore them
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Create project base-lines in Microsoft Project

Set-up the projects calendars Enter tasks with dependencies, enter resources with costs Link task and resources into smoothed and levelled schedules
Track actual project progress against the base-line

Analyse and report project status, including using Earned Value
Amend project records to reflect intended responses to project status

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*REAL means the pragmatic actions needed for managing a project in the politically driven working world where things happen incompletely and out of sequence rather than the neat, sequential, complete class-room exercises: see next slide
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Contents
Lesson: 0 - Introductions and logistics Lesson: 1 - Understanding what we can and cant see in MSPJ Lesson: 2 - Project Management context & the whole software based journey Lesson: 3 - Setting up the project in MSPJ Adding project and tasks information Lesson: 4 - Building the network with dependencies Lesson: 5 - Entering resources and assigning resources to tasks Resources, calendars and MSPJs opaque scheduling logic Lesson: 6 - Finalising the schedule and presenting the baseline Critical path, resource loadings and some reporting options Lesson: 7 - Tracking progress and amending assignments Reporting with earned value and MSPJ reporting tools Lesson: 8 - Tracking the case study Lessons: 9 & 10 - Topics we have not covered & Summary and evaluation
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A Chapter by Chapter Explanation of The Courses Structure 1/8

Understanding What We Can and Cant See in MSPJ (circa 2 dozen slides) Explanation of the multi-level sparse relationships MSPJ holds internally between task, resources and time-line/ time-phased data Details of how to display the data and relationships using views and tables, including customising what is displayed How to record macros for repetitive tasks How to access the Project Guide and the Help systems important parts Discussion of the need for standards as MSPJs flexibility creates its own problems
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The Courses Contents Described 2/8

Project Management Context For Software Tool Guidance (about 2 doz. slides) The link to real project management activities of socially oriented planning A worked example of the FULL MSPJ planning and tracking life-cycle
While it lacks exploration of all the flexible options it is a cradle to grave illustration and context for the following 400 slide expansion of the process This is where we really start to get hands on with the software (about slide 60)
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Setting Up The Project in MSPJ (3 doz.) Project management context Defining the project, setting calendars Modelling scope Links to WBS, PBS, OBS, CBS How to select work-space elements Moving, inserting & deleting tasks, using summary tasks WBS coding, outline codes & lookup tables
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Building The Network With Dependencies (4 doz.) The link to PjM activities of social, people centric planning Creating & changing dependencies Using hammock tasks and managing scheduling constraint Entering task details and time quantities Coping with effort driven, fixed duration, units or work Case Study session to transcribe social plannings outputs for the Lunar Imaging Systems (LIS) dependencies to a Network Diagram with-in MSPJ
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Entering Resources and Assigning To Tasks (6 doz.) The link to real PjM Creating Resource Pools and assigning resources Understanding MSPJs Task Type: What it means to define a task as Fixed Duration or Fixed Units or set it to be Effort Driven
The start of explaining a topic that frustrates people: MSPJ breaks a cardinal rule of HCI* design Never change the operation of the interface without notice MSPJ treatment of tasks changes when the last of effort, duration and resource is applied once you appreciate this issues may dissolve (or at least melt a little!)
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Task Usage & Assignment Usage sheets Part 1 of Untangling the complexities of MSPJs task-types when editing task effort/ duration/ resources (MSPJ matches the subjects needs appropriately) Case-Study: Setting up LIS resources, their costs, calendars and holiday dates and assigning them to the LIS tasks
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* Human Computer Interface
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Finalising The Schedule and Presenting the Baseline (4 doz.) The real PjM link: understanding the significance of the critical path (the value of float) How to create the critical path and display float in MSPJ Getting to grip with MSPJs (1st element of) REAL POWER: Manual and automatic levelling of constraints in resource availability Displaying cumulative costs Adding risk to the baseline and using Monte-Carlo analysis Case Study: Levelling the LIS projects resources for real-world constraints
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Resource Assignments Tracking Progress And Amending Assignments (4 doz.) The real PjM link: the point at which we move from mostly social planning to mostly tool based resource manipulation Deciding what level to track progress at: the choice between project level and detailed level How to track at assignment level Tracking costs and status and using filters (Part 2 of Untangling task-type complexities)
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Using Earned Value In MSPJ (3 doz.) Earned value is free in MSPJ as soon as a baseline is created! MSPJ also allows calculation of staff members EV! (scary but great for improving estimating and calculating bonuses [and firing non-performers*!]?) The myriad of reporting options available Using export (and import) facilities to move data, including Dynamic Data Exchange(DDE) EG between Excel and MSPJ (EG put the estimating data in Excel. Maintain it via EVM & it will adjust MSPJ values for effort & duration!) Tracking the Case-Study through 7 months of issues and progress (48 doz.) The details of progress reports to be entered to MSPJ and the results you could (should) get Course Summary (1/2 doz.) Further reading, Summary & Evaluation, Where we started: Review Objectives
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*Why do so many sources of review and metrics guidance say never use this to evaluate your people?. It is nave, your people will be evaluating themselves and each other. IMHO sage advise says recognise the evaluation dimension and consider how politically sensitive it is and use the insight with great care!
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My Assumption
A typical reader of these materials should have Real-world experience of projects
Not necessarily as project manager
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Is probably PMP, IPMA-D or -C or PRINCE2 Registered practitioner or is at equivalent level My assumption is that you know why and how to use techniques such as workshops and tools such as white-boards and Product Breakdown Structure (PBS) and WBS outside a classroom, that you know what the critical path is, how to use float as a type of resource & appreciate the need for levelling
If you are unsure of how to follow the steps and use the tools noted above than a free course covering those skills is available at www.logicalmodel.net. You need It, not this one first If you are unsure of why to use these tools in reality then my white papers on the use of PBS/ WBS, Doing risk, Post-It planning and more can be found by search simon harris on the web-sites of the American Society for The Advancement of Project Management and PM Today
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
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Who Are We All?

Name, Role and Organisation: Telling others about yourself
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Who Are Logical Model Ltd (LML)?

A niche consultancy that delivers training and consultancy around control and governance of project based benefits realisation LMLs purpose is to improve the project management state of the art through popularisation of what is common-sense (which I suggest is obvious after it is observed not necessarily is widely-known)
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Consultancy & training in Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project risk and quality management Using Earned Value Analysis Board briefings on project control & governance
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Continued Dimension Four Benefits Realisation Method training and consultancy PRINCE2 use in the real-world & PRINCE2 Exam preparation (but only if
you insist on exams as we believe they create the wrong focus which ends-up destroying the value to a business)
Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
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Free Version
This is a complete training course in how to use Microsoft Project! And for FREE if used for personal, individual development!! No catches everything needed is within this file If you want to use this intellectual property as a commercial offering thats fine too as long as you cut me in I dont want much !! Pre-arranged commercial use removes this notice, gives you animated slides that build procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due If in doubt Ask
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If you are in a commercial context (you paid something) and are reading this then I didnt get a cut. Let me know and Ill split what I recover with you
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Lesson 1
Lesson 1: Understanding What We Can and Cant See in MSPJ
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Objectives
Understand what we see when we open MSPJ Appreciate where planning standards fit with planning tools Understanding what we cant see MSPJs internal data model and data relationships Discuss how to follow the course notes while playing with the tool See the whole process for using MSPJ in 1 slide Learn to manipulate Views and Tables and Timescales How to tailor what we see to match what we want Access the Help system Find out what is different in later version of MSPJ Capture repetitive actions in macros and assign to a tool-bar button Open files as copies (to circumvent single undo issues)
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Opening MSPJ: Understanding What We See

Open the program by clicking the task-bars MSPJ icon
Undo ONLY 1 Level! In 2003 more in 2007 etc Active View Bar Task, Resource or Assignment Information (context driven) Sheet Task table (Many layouts) Goto Task (Very useful!) Chart Area
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Timescale
Workspace Column Header Guide & Help Pane Formatting Toolbar

Split-Screen handle Row Header

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Split-Screen handle
The way to learn this tool is play with it: But you cant watch two screens at once!
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What Is Microsoft Project (MSPJ)? What We Cant See

A Display (& Reporting) Interface A Scheduling engine and Cost calculator A Database,
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Time View
MSPJs view of the project is as at now, it is a this minute view No history or audit trail is maintained of the evolving project status You can save snap-shots: MSPJ provides 11 baselines & 11 interim plans (Task Start/Finish dates) You can set now as any date you like for data entry What you see is always the result of all edits and calculations made to the MSPJ database so far Many calculations are performed now (EG EV) without explicit request Some may be set to be performed on request (EG levelling!) The total set of calculations can be set to be on request Changes made by calculations often invisible* (& wrong)
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*MSPJ 2007 and later provides enhanced facilities to high-light changes made by MSPJ and multi-level undo. Read the product details and you will see 2007 & 2010 are mostly about new fonts and colours: 80% froth 20% substance.
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The Data Hierarchy

Any assignment data that is entered is evenly spread when viewing any lower levels Any assignment data that is entered is aggregated when viewing any higher levels (Summary Tasks) (Summary Tasks) Tasks Tasks Assignments Assignments Time-phased View Time-phased Time-phased View Time-phased View Time-phased View View Time-phased View Time-phased View Time-phased Time-phased View Time-phased View Time-phased View View Time-phased View Resources Resources Project Project
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The relationship between duration, effort (Work) and assigned resource (Units) is reapplied to calculate one term whenever another term is changed The relationships are often hard to navigate
If you want reliable results this is the level If you want reliable results this is the level at which to work at which to work
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Data Relationships
MSPJ starts and keeps a link between duration, resources and work data Initially the third is calculated from the first two entered Scope MSPJ maintains a triangular What & How Good = Effort relationship AFTER work-load, duration and resources are specified
Change to one factor causes recalculation of one of the other factors
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Budget
Resource & Duration = Cost
Schedule
Effort & Resource = Duration
Not all task durations vary based on the resources assigned

Tasks that change duration if resources change are Effort-Drive aka Fixed-Work
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MSPJs Flexibility Is A Source Of Problems

MSPJs power and flexibility means standards must be applied if consistent results are to be achieved Everything you want to do can be done in 6 ways (at least) Every way has different side-effects and consequences for later steps Many key information needs are not explicitly spelt out Was MSPJ created by programmers? Surely not by project managers! EG-1 start on projects are scheduled ASAP while finish by are scheduled ALAP by default
ALAP is great for JIT (Just in Time procurement) Bad (worst?) approach for deadline driven projects that MUST finish-by
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EG-2 Duration not Work is included in most data entry tables and forms
In most cases duration should be derived from work / resources!
More as we explore (MSPJ versions after 2003 have options to be dumber)

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Conundrum
You must try-out what we talk about as we go Learn by playing You cant look at two screens at once! Follow what is on the projector and try on the lap-top Ask for things to be repeated! Working in pairs is to encourage discussion and reinforcement It isnt to economise on hardware!! Software isnt the latest version because: MSPJ has been getting friendlier but not really more capable What we cover is always upward compatible Typically organisations are a mix of versions Few people buy the latest upgrade just because it is released by MS
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CX
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New Versions
2007 adds Multi-level undo!!, Change Hi-lighting!!! Ease of use enhancements to many standard capabilities Lots of Project Server enhancements 2010 adds User controlled scheduling
Because people find auto-schedule too hard to control
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Support for top-down and incomplete planning! Team planner with swim-lanes!!!
The beginning of the end for Gantt charts at last
Ribbon user interface and other easier/ faster user interface tweaks Easier fancy formatting
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Stuff worth having is marked ! Or !! Or !!! While indicates what a shame
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The Steps To Create The Baseline

Either 2. or B. or any of the detail of 1 could follow Create a project file
1) Create a project file (open MSPJ or click File | New) Set project start date (details of all steps soon) Set working time calendar Create customised calendars Set defaults (hours per day, charge rates etc) B. Link to or Enter the list of resources Set customised resource calendars Set staff and equipment rates Set material costs
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2. Enter the list of tasks Link tasks for dependencies Enter work (effort) required*
iv. Link Tasks and Resources Set customised task calendars Correct MSPJs guesses at duration and work v. Display the Critical Path and Resource Over or Under use Reschedule or re-assign work to fit available resources
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vi. Save a baseline (Enable Earned Value Assessment)

*MSPJs creators show in many places a mind-set that duration is the start point for the triangular scope-resource-duration relationship
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MSPJ Database and Views

MSPJs Project file is a database it contains: Entered, calculated, aggregated and distributed information for tasks, resources and assignment The workspace displays a view (25 default options) Views select and format information from database records
Views may be a sheet containing a table (containing rows & columns) or graph or a form or a combination Forms and tables are used for data entry as well as display What a view shows can be filtered, grouped, sorted and reformatted, also added to, reduced or rearranged 2 1
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To see the full set View | More views For a permanently on-screen list View | View Bar (Not my preference) 2 3 Table menu displays 8 tables commonly needed in context To add others View | More Views | Select | Edit | Show In Menu Set the default with Tools | Options | View-tab | Default View
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Accessing & Changing Views & Tables 1/2

Views provide pre-made collections of tables & graphs & forms Tables are ready-made collections of columns
1
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Mechanism to re-set changed views (and share customised ones) 2
2= 2 Quick-access via the tables top right-hand corner

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Accessing & Changing Views & Tables 2/2

You can add (delete) your own columns and tables Right-Click a column heading
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Remove a column by highlighting it and hit Delete or Right-Click and Click Hide Column Or drag its width to zero Removal is only from the display NOT the database!
Click Insert Column Select from drop-down list Provide title, width and alignment Edit columns by double-clicking their header Change columns title and or contents
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Changing Tables
Any time that you insert, resize or delete a column it affects the definition in the project-file! Reset by copying from the Global.MPT*
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Create a new view to apply edits to? Needs 3 columns to enable insert before I call mine TailoringTable** View | Tables | More tables | Export is nearest you can get to a complete view
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* Recall the route to show this window is View | Table: SomeName | More Tables **See any of the course practice files. I (try to remember to) modify this view rather than the default views such as Task-Entry
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Setting Appropriate Time-Scales

Assignments of resources to tasks are time-phased (have a start and a duration) When tasks & resources have been entered to the MSPJ database then resources can be assigned to tasks
May need to configure the work-spaces time-scale at this point Timeline can have three levels of labelling
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Right-Click the timeline | Timescale for options

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One, two or three tiers
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Some Automation
MSPJ includes Visual Basic for Applications and 2003 has a macro recorder* Recorded (& hand-written) macros easily assigned to toolbar buttons Tools | Toolbars | Visual Basic or Right Click toolbar background Enable the Visual Basic tool bar 1. Click the red Record button 2. Give the macro a name 3. Perform required action 4. Stop the recorder 5. Open any toolbar 6. Select the macro and drag to the tool bar ( Detail on next few slides )
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*MS committed a heinous crime and removed the recorder in 2007 and 2010 versions
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Example Macro on A Button: Set Timescale 1/2

My preferred view is to show the project timeline in weeks Numbered from Project-Week-1 Setting this on every change of view is an annoyance A solution is to assign the operations to a button on a toolbar
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Example Macro on A Button: Set Timescale 2/2

Next put the macro on a button 1 Click any toolbars triangle and select customise 2 3 Select a toolbar or create a new one
4 1 2
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Select the Commands-tab 4 and scroll to All Macros 5 6 Drag the macro to the toolbar
7 Right-Click the new button and draw a button image if desired

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Project Guide & Help Pane

Many activities can be aided by Help & the Project Guide
Right-Click Tool-Bar background
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Helps Reference Section Explains Fields (and More)

Key elements of help are Help | Table of Contents | Reference | 2 Indicators Dialogue and Field reference 2
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Saving and Opening

Common that developing the plan happens in several sessions When re-opening the file consider using Open as Copy MSPJ has ways of doing things that are irreversible Less an issue after 2003
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Easy to rename Copy of Copy of before next open Right-click | Rename

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Summary
The internal sparse data hierarchy allows entry at any level Reliably use of MSPJ needs adoption of some standardised ways of working Task plus resources plus assignments versus timeline = costed schedule View data entered and calculated through views and tables These materials are provided free of charge for the use of individuals studying for their own professional development If you encounter them in a context where a reasonable person might conclude someone is using them in a money-making setting: E.g. on a training course, provided on a company network or from your boss then please email details to MSPJ@LogicalModel.Net and I will treat your information as confidential AND share any fees I manage to levy Further support for these materials is available and is explained in subsequent chapters and summarised at the end of the slides
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Lesson 2
Lesson 2: Project Management Context For Software Tool Guidance
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Objectives
View and try-out the steps in the whole MSPJ journey in three slides Create a base-lined project plan and track from beginning to end Summarise the whole planning process in a single picture to guide future steps
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There is a more extensive project management course available as a free .pdf from www.logicalmodel.net There is also a complete and still free PRINCE2 2005 course there
2009 is coming
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Project Management Guidance

PMI publish the PMBOK and run PMP accreditation exams APM publish the APMBOK & Pathways, have a suite of qualifications Possibly the broadest advice. Part of the IAPM Others PRINCE*, ISEB & other (EG NVQ) Major consultancies/ corporate internal methods Set-out the topics (EG Scope), tools (EG WBS) and techniques (EG How to state risks) to manage project activity Software (like MSPJ) facilitates documentation of planning outputs (only) Mechanises the calculations and amendments
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* A project control regime that presumes you already know how to schedule and track. Good but being sold in exam contexts that mistake exam pass for real-world capability. Exam-cram courses are good for CVs when job-hunting but not doing the job in reality
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Projects Must Link & Escalation

Why Why What Vision What Vision Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)
Mission
& Values
Mission, Delegation, in Decision Making

How: Strategy How: Strategy Escalate decisions outside authority Report, Seek Guidance
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Business Business Design (Modus Design (Modus Operandi) Operandi)
What Strategy What Strategy
Programme Design Programme Design (Architectures) (Architectures)
How: Goals How: Goals
What Goal What Goal
Project Design (Planning) Project Design (Planning)
How: Tasks How: Tasks
What Tasks What Tasks
Technical Solution Design Technical Solution Design (Team/ Stage Planning) (Team/ Stage Planning) and execution and execution
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Impacts Impacts
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The Planning Process Step 1: Define What, Constraints & Commercial Risk
Appoint PjM
Problem or Opportunity, Resources & Constraints
The same icons are use in my (free) PRINCE2 2005 course where their humours intent is explained (see www.logicalmodel.net)
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Project
Step 2: Define project Goal in outcome language e.g. Deliverables
Deliverables (Product/ Impact/ Result)
Step 1: Whos opinion matters? Project Sponsor
Step 3= Decompose Result into Sub-Products/ Impact/ Result
FFP = Products Fitness for Purpose
Step 3= Define each products (results) Acceptance Criteria e ours e d ccouris g Define FFP, Link to QMS torrle d olv nng le s vi e truc a sstructo nd rresolysiss nninn ying and anal lysi , i sa Define Business/ Strategic/ Outcome Risks ed a s a ti i ng l de na nge erred as idenntffyiehooderr achaange l e e eliv e h d i l l d e d t ak ennd elivnccuudes ins, ,sstakehof tthe ch re he W h sionn in ii W us sio i i ze innoonshe ssze oflotssmoore m op i c disscusdicctory op s oontthe y) aand lot nd i a i tory ic s n d tr d Logical Model Ltd ne ) lt on ccontrat offpooi itic nd mooney p l e aand m 57 ffec o ti im aaffect ett((tm e dg buudge b
Step 3= Product Breakdown Structure (PBS) Workshop with Customer/ Users
Problem or Opportunity & Resources Pj Sponsor (Golden balls)

Step2= Decompose Result into SubProducts/ Impact/ Result
Project Step 1: Define project Goal in outcome language eg Deliverables

Step2= Product Breakdown Structure (PBS) Workshop with Customer/ Users
Planning How & Technical Risk

Step4: Step4: Step4:
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Step2= Define each products (results) Acceptance Criteria. Define FFP, Link QMS
Define Business/ Strategic/ Outcome Risks and Possible Actions to Respond
Step4:
Step4:
Step4:
Define Technical/ Tactical/ Process Risks and Add Risk response options to WBS Step 4= Work Breakdown Structure (WBS) Workshop with Technical Teams Step 4= Define each tasks Performance Criteria vs. QMS. Define C2S
Step 4= Decompose each Sub-product to show its life-cycle
Step 4= Define Pre- and Post event Risk response actions
With Technical Team

Step99: Execute Task & Report Status
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With Technical Team
QMS = Quality Management System (Organisational Standards) C2S = Process Conformance to Specification/ Quality Management System
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Problem or Opportunity & Resources
Project Step 1: Define project Goal in outcome language eg Deliverables
Pj Sponsor (Golden balls)
Step2= Decompose Result into SubProducts/ Impact/ Result
Step2= Product Breakdown Structure (PBS) Workshop with Customer/ Users
Step2= Define each products (results) Acceptance Criteria. Define FFP
S t e p 3 :
S S S S S t t t t t e e e e e p p p p p Appoint3 Responses options to WBS Define Technical/ Tactical/ Process Risks and Add 3 3 3 3 PM : : : : :
Define Business/ Strategic/ Outcome Risks and Possible Actions to Respond
The Planning Process Arriving At A Baseline

Step 5=Define WBS task inter-dependencies Step 5=Make initial Work Assignments from WBS to OBS Step 6 Merge into 1st idea of Critical Path & Critical Chain Analysis Step 7 Redo Step 5 WBS vs. OBS, Estimates & dependencies until real world constraints met (or escalate constraint issues) Step 5=Estimate Work & divide by resource to determine duration*
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Step3= Decompose Each Sub-product by tasks to create it
Step3= Work Breakdown Structure (WBS) Workshop with Technical Teams
Step 3= Define each tasks Performance Criteria vs. QMS. Define C2S
Step 3= Define Pre- and Post event Risk Response actions
Step99: Execute Task & Report Status
With Technical Team
On f On frs i ir t s pa ccr d t passess im ruu e ss e tt l dey i a wi h m te hea Whe lywitthsin atecche p Step 8 (Re-)Consider balance of Risk, Cost, l , gl n r rre o Whencc it singe-po apyy,qui ess u ritcc l p le-ponn e l quccky ii a ii t o rci t estm i kl lyaan Resource, Reward and Re-plan, Cancel or st at h nd knn w urcnng,vv lu al pat , k oow r i g, aalu d nn ee and h,boot le i imate b ttt - atess Approve Business Case. Start execution re-e ti e andcos ess m le-ne k nec cca e arr u t tima e att t cost80% c expr e usnn t he i /20%k expr s si i g t c e thessgn80%/20 e s in e ssin g e chnqu ignffca re g unc e hni iq es i i i ica t %aare g unc r e r a uescc pa nntwith aap b Step 99 Execute Tasks & e ttant i in y l le abe of with tyaan nd se Report Status d sen i of nssti With Technical Team itvvtt i i i yy
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OBS = Organisation Breakdown Delegate/ Escalate * Not the philosophy of MSPJs creators: See also my Essentials of Estimating course
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Development and Maintenance of Project Baseline

Needs or Objectives Needs or Objectives Strategic Risk Strategic Risk Deliverables Deliverables Bill of Materials & Quality Description Bill of Materials & Quality Description
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Prog Pr r or S ogramme or S A amme ..A.. P ro e Projj c ect t Scope
Development
Proj Projec ect t
Resourcing Resourcing
Schedule Development
Dependencies Dependencies
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS)
Schedule Baseline Schedule Baseline
Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response to Tactical Risk Tactical Risk Finalised Finalised Cost/ Time/ Scope baselines Logical Cost/ Time/ Scope baselines Model Ltd
Monitoring, Monitoring, Tracking & Tracking & Control Control
Cost & Resource Estimating

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Cost Baseline Cost Baseline
The Full Software Based Process

Equipped with knowledge of the life-cycle then the steps to define and track a project via MSPJ are: Set-up the baseline
Add tasks Set dependencies Set work or duration Add resources Set assignments Smooth and level schedule Set baseline
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l al em a ll es!! h m id ce t iice t he3 sllides t prac t next 3 s rac e next Lets p y th e Lets nlly th o kes o n Ta kes a T
Record progress made

Report Amend baseline
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The Full (Simple) Journey 1/3 Details Etc. Later

1 2 Open MSPJ Enter some task names EG T1-T5 in the Task Name column Select them all and link them Switch to the Resources Sheet and enter a resource at a rate EG 10/hr
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4 Switch back to Gantt, select all tasks and assign a resource 100%
Save a baseline and view project statistics Set the status date to the projects end date Update project status to plan
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The Full (Simple) Journey 2/3

Open MSPJ Enter 5 tasks T1-T5 in the Task Name column, select and link them
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Switch to the resources sheet and enter a resource at a rate of 10/hr Assign the resource to all tasks 1 1 Tools | Tracking | Save Baseline 2 Switch to Tracking Gantt view 3 Project | Project information | Statistics 4 Project | Project Information & set the status date to the projects end date Update project status to plan
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The Full (Simple) Journey 3/3

Open MSPJ Enter 5 tasks T1-T5 in the Task Name column, select and link them Switch to the resources sheet and enter a resource at a rate of 10/hr Assign the resource to all tasks Save a baseline and view | project information | statistics Switch to Tracking Gantt view Set the status date to the projects end date
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Update project status to plan 1 Review the Project | Project Informtn | Stats 2 3 Assess Earned Value ! (View | Table | More Tables) 2 3
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Moving Beyond The Basis

The steps just covered are the whole project journey via software Each operation just covered has options but in essence weve done it all Tracking status rarely reflects reality when using Update Project Typical to have to tune or adjust status and the plan Use Update Project to automated status recording that is to plan
Apply manual adjustments for what is ahead or behind or different to plan
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As we go part completed exercise files are referenced you dont need them: full instructions are in these slides but they are at www.logicalmodel.net for free Later chapters use a case-study Everything you need to complete the case study is in this set of slides A full set of case-study files is also on the website
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Summary
Planning standards describe the process to build baselines Bodies of knowledge describe the elements of baselines as well as (nonsoftware) tools and techniques to create them Software planning tools hold data on tasks, resources, cost and calendars Calculate and re-calculate schedules, cash-flows and resource profiles MSPJ workspace (screen) displays views comprised of tables and graphs Tables and graphs interpret a hierarchical database MSPJ shows current entered and calculated data
Optionally with saved snap-shots (aka baselines) of the evolving projects status
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MSPJ Help provides reference info and procedural step-by-step guidance We have seen that the full, tracking cycle can be very simple and powerful! The steps and structure remain the same for bigger projects Lots of alternatives and options available
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Lesson 3
Lesson 3: Setting Up The Project in MSPJ
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Objectives
Define the project through its key facts at summary level in MSPJ (optionally) Set project start date (or finish date) (optionally) Link to project charter (Control Account, Assignment letter etc) Set-up project calendar and template calendars for resources and tasks Add the projects tasks (work-packages and planning packages) Define project scope using PBS & WBS decompositions and enter to MSPJ Documenting scope by creating WBS Dictionary entries Use Outlining and Summary Tasks Know the prosaic! How to move, add, delete tasks Create repetitive tasks Know how to capture PBS/ WBS dictionary (aka SOO & SOW) in Task Information Define and use outline levels and WBS codes Practice what we have covered
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When An Assignment Starts

Start of an MSPJ database (a plan in MSPJ) might be triggered by receipt of a sales call, RFP* or a chat with (or email from) the boss Wider people focused project activity is:
Define stakeholders and the Goal plus matched deliverables Deliverables expressed in acceptance criteria terms Interviews with the projects driving force, workshops with other change-agents
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MSPJs main use begins as:

Deliverables and their Acceptance Criteria (AC) are defined Tasks to create the deliverables are identified Resources to execute the tasks are defined
Software activities are to create the database/ project file Set-up calendars Link project documentation such as charter to the project
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*RFP = Request For Proposal
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Complete Journey: Starting At The Beginning

Budgets and cash-flow depend on scheduled work Work (effort) depends on scope expressed in terms of what and how good Schedule depends on resources and calendars
Project Calendar Resource Calendar
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When adding tasks we must establish calendars May only need to be done once for the enterprise Three sets of calendars determine assignment dates
1-Project working time, 2-Resource calendars, 3-Task calendars (Task calendar may override all other calendars)
Assignment Calendar
Before or after setting calendars we might Define the project For MSPJ this is mostly linking to other documentation such as charter/ contract/ task assignment/ Quality Management System Plus set project start date and any default settings (E.g. Hrs / Working day)
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The Project Info Window

Setting up a project in MSPJ starts with Project | Project Information Set Project Start (or Finish) date Perhaps todays date too
Today is really a data as at
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Before or after the Project Kick-Off meeting
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Setting The Calendar

The scheduling engine always needs to know which hours of which days are working hours Resource calendars and Task calendars based on templates created with New Tools | Change Working Time
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Matching Working Times to the default definition of a days work is crucial Set by Options aka Tools | Options | Calendar ( next slide )
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Change Working Times

To set the working days and shifts Select a single day & mark options: non-working or non-default & set times Select a DAY HEADING to change every occurrence Calendars for project, tasks and resource assignments define basis for scheduling What is recorded in the database when adding duration or work to a task is defined by Tools | Options | Calendar-tab More later: for now note it is always best to keep the two inline
If a calendar day is 8-5 with lunch then Hours per day other than 8.0 will be interesting
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Creating New Base-Calendars

Task Calendars need a Base-Calendar to be based upon To create a new calendar Select Create new New calendars can be created at any time without consequences
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Changing the projects working times part-way through is interesting but OK EG it is almost easy to swap a project from European to Middle-Eastern calendar
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Linking Documentation 1/2

Add the Project Charter, Statement Of Work or assignment details to the Project Summary Optional, but a good standard practice First: Show the project summary task Tools | Options | View-tab | Outline Options | Show Project Summary Task Linking procedure given here applies to tasks, resources and assignments as well as project summary task
EG Linking quality standards and QMS entries to a WBS task or a deliverable defined in the PBS uses the same steps
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Linking Documentation 2/2

Select the summary task Click Task Information on the menu (or Right-Click or Double-click the task) Click Notes | Insert Object-Icon
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Or select the Project Summary & use Insert | Hyperlink (Ctl-k) Hyperlinks and objects can be added to other items too Depends on the view context
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Deliverables Business Context

Company Context Benefits Stream Shareholder Directorate Need Competition Constraints PjM PjM
Project Plan, Reporting & Status
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Pgm Team Functional Mgmt Operations 84 Staff Business Change
PjM Regulators
Internal Deliverables
Team Leaders Project Team Leaders to project Project Plan, Team Status Reporting & Leaders The Team The Team Logical Model Ltd +44 (0) 845 2 57 57 07 The Team Projects Customer
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Deliverables
Modelling Scope: Required Results

Start with the customer and identify and decompose deliverables Brainstorm major deliverables that together totally resolve the need
Record each deliverables acceptance criteria in its Breakdown Structure dictionary entry*
Channel Tunnel Track & Trains 2 Terminals Long Tunnel
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Decompose each deliverable until customer no longer wishes to specify details or item not usefully decomposable** for those present
Later steps decompose the products life-cycle (and record tasks in the WBS)
Result of scoping meetings and workshops is the information to document in MSPJ

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* and ** Note: These steps are links to Configuration Management and Quality Management
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Breakdown Structures WBS or PBS or OBS or GBS or CBS

xBS equals ALL the x* to produce ALL the deliverables Must include project management and control tasks
Man 2 Moon
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Project
Management Products Rocket Design-R QP Revision
Internal Deliverables
t ucct u d od rrodnteed P e nt P ie Orri O

Astronaut Recruit-A QP Train-A
Final Deliverables
Project Plan, Reporting & Status
Planning
Controlling
Build-R
Rescing QP
Monitoring Risk/ Change QP QP
Quality Products Physical-TA How-to-TA
QP
les eliverab D
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k orrk QP QP o W orr W s o kks s s ask Taas T T
* x can be PBS=Products, WBS=Work, PBS=Phases, OBS=Organisational units, SBS = Services, G/LBS=Geographic/Location, RBS=Risk, CBS=Cost centres or other grouping, REBS & ROBS = Risk Event & Outcome
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Documenting Required Results

Enter the deliverables discovered in scoping sessions into MSPJs task list Decompose deliverables into sub-products (MSPJ 2010 features help here) Until no further product decomposition is useful (at this managements level)
Then decompose into life-cycle steps/ stages/ phases
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Channel Tunnel Track & Trains 2 Terminals Long Tunnel
Use Task Information | Notes to record PBS/ WBS dictionary entries (SOO & SOW*) Link to Quality Management System standards for products and processes ( More later )
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* Contract appendices to define the outcome being paid for or the tasks being paid for. SOO is performance based will SOW is compliance based see the vast writings of the US DOD Federal Acquisition Regulations for more on this aspect
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As Scope Evolves The Breakdown Expands

Use the technical teams expertise to decompose each (sub-)product into lowerlevel products (as the technicians identify is needed to resolve choices) Results of scoping session should be documented in, (transferred to) MSPJ Record the team-work!
Channel Tunnel
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After product scoping sessions then consider the TASKS required* Track & Trains 2 Terminals Long Tunnel The tasks in the life-cycle that create each sub-product Signalling Train Track The deliverable defines the tasks, skills & resources required to gain Install Trains Design Built Train Laid Track acceptance
on Track Track Train Design
As many levels as needed at this management level to exercise control

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*See my white paper in the American Society for the Advancement of Project Managements Newsletter Jan & Feb 2010
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As Detail is Discovered Then Add Tasks To MSPJs Breakdown

Many ways to add the tasks Direct entry: just type the task name into the Tasks column Copy and paste from a text list (Eg created in Notepad) Channel Tunnel Channel Tunnel Import other formats EG Excel template or MS-Access Track & Trains Track & Trains Always best to use descriptive names for tasks DONT add dates or durations (at this stage) unless constraints We also need to know how to: Move and delete tasks Add structuring Add dependency links Re-Sequence
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Track Track Signalling Signalling Train Train Terminal Terminal English English French French Tunnels Tunnels Bore-1 Bore-1 Service Bore Service Bore Bore-2 Bore-2
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Scoping Workshops
Real planning creates outputs such as the white-board pictured Results are then entered into the software tool
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Planning can NEVER be done as a solitary activity BECAUSE: SOOP: A plan is a shared consciousness that : for a given result predicts what resources will be consumed by what activities and when to deliver the required impact
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SOOPs are Simons Observations on Projects Partly born from the observation that using a project management method is like making soup. A paper to this effect is on the web-site www.logicalmodel.net
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Selecting Work-Space Elements

Click selects Click and drag selects multiple items Control-click selects non-adjacent items
Must be same field type or same task Ctl-Click-Drag selects non-adjacent groups
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Click either cells or row and column headers Click a row-header to select the task Click fields to select their contents Click a column header selects all tasks
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Moving Tasks & Inserting Tasks

To move a task(s) select its grey row header Drag the row to its destination Dragging retains task-id
Cut & paste changes task-id ( If Auto-link is on then linked tasks are re-linked* )
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Insert | New Task Or insert-key Adds the new row ABOVE the current row
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*Auto linking works for simple, singularly linked tasks. It sometimes works on tasks with more complex or multiple dependencies but generally a task with more than one predecessor and successor needs manual care
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Deleting
How Delete works depends on what is selected If Name is selected then a Delete indicator appears and asks your intention If a row is selected then task is deleted If a column is selected it is hidden If any other item is selected it is cleared Links & resources (etc) cleared, dates and durations reset Deleting resources on a task sets Work to zero * ( More later)
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* Proof (?) MSPJ is designed by programmers rather than project managers. Deleting resources is often a step in replanning, but that act is in no way an indication that there is no work to be performed, only that duration is for now at least, infinite
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Outlining with Summary & Sub-Tasks

Summary tasks group & summarise cost, duration etc of lower level items Grouped items may be tasks or lower level summaries Match to the PBS and WBS Formatting tool-bar buttons Promote & Demote Expand & Collapse Show a specific level Summarise information below Can be collapsed or Rolled-up tasks Summaries can have own details EG Fixed cost
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and dependencies
Project Summary Tools | Options | View-Tab | Outline-Options | Show Project Summary Task Project summary name starts as filename: can be changed
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More About Summary Task

Tasks are sorted within summary by defaults Tasks always retain membership of a summary even if sorted without summary structure Links between summary tasks constrain summarised items EG Start dates of summarised tasks cannot be earlier than the summary Tracking can be at summary level
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Tasks can be dragged between summaries

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PBS WBS
Outside of the tool Be sure you know the customers acceptance criteria for each product Use the teams expertise to identify the tasks to meet the acceptance criteria Link product and task to relevant standards in the Quality Management System
Task Information | Notes-Tab | Insert-Object | Create from file Or enter criteria directly into the Notes pane ( see next slide! )
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WBS Dictionary
WBS dictionary records key definitions of scope for each element of the WBS Entries also known as a Work-Packages or Contracts or Assignments WBS Dictionary often actually the SOW! Defines HOW we will do the What
Often extensive reference to the Quality Management System Established during Quality Planning (as the PBS is created)
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Adding Recurrent Tasks

Recurrent tasks EG Team meetings Insert | Recurring Task Shown as a collapsed task
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WBS Coding
Step 1 Project | WBS | Define Code Project code is unique to this project Default WBS code in WBS column Step 2 Show the column Right-Click a column header Select & format WBS column
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Outline Codes & Lookup Tables

Beyond the WBS! Multiple outline codes can be created for sorting and grouping
3
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Add column (same as for WBS code)
2
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Outline Codes
Sadly sort sequence of outline codes can not be defined Set-up codes to sort in required sequences with an alphabetic prefix letter? Sorting the final Gantt chart by task start-date is a useful sequencing approach Although not if summary tasks have been used Typical steps are: 1. Enter deliverables and sub-products 2. Decompose via tasks to create sub-products as sub-tasks
Add tasks to integrate sub-products and test deliverables Link projects within programmes
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3. Link tasks within work-streams and link work-streams within project 4. Sort by start date, baseline, execute project
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Summary
Basic skills to navigate in the tool and manipulate elements of the project Selecting & deleting Re-sequencing tasks & inserting simple and recurrent tasks At the beginning of a project set-up the projects key info The project information dialogue sets project start (and later status) date We often link documentation to tasks (and resources and assignments)
EG To the project summary task
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Set the Standard Calendar and working times Capture project's scope using appropriate analysis skills. Then record details of deliverables and tasks into MSPJs Task-Column Outlining with summaries (deliverable and/ or phase etc) & sub-tasks Define a WBS code and outline codes Record dictionary information (link to product & process standards)
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Practice
Some time to explore elements of the controls and ideas in the last chapter The Project Info Window Calendars and Working Times Linking documentation Entering, Selecting, Moving, Inserting, Deleting Tasks Outlining with Summary & Sub-Tasks Adding notes for WBS Dictionary entries Recurrent Tasks WBS Coding, Outline Codes & Lookup Tables If using these materials for self-study then consider: LEARNING only occurs when you reflect and experiment with what youve just read Stop and play with the capabilities discussed: just reading WONT equip you for the difficulties ahead
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Other Support Materials

The slides in this .pdf are static but almost every slide of the PowerPoint is animated The PowerPoint is available for a very modest fee see website for details www.logicalmodel.net Let me know if a narrated version would be of interest Im currently undecided whether to invest the effort
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Logical Model Ltd are specialists in project management knowledge transfer to your people
For further help & assistance Assist@LogicalModel.Net +44 (0) 84 52 57 57 07
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Consultancy & training in Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project Risk and Quality Management Using Earned Value Analysis Board briefings on project control & governance
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Continued Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation & PRINCE2 use in the real-world Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
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Lesson 4
Lesson 4: Building The Network With Dependencies
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Objectives
Give real-world context for development and maintenance of project baselines Must match Quality Management System processes Precedence network construction must capture activity dependencies Use MSPJ capabilities to model and manipulate task inter-dependencies Create milestones Creating dependencies via MSPJs Gantt & network views FS, SS, FF and SF* plus Lag, Lead and scheduling constraints
Over-Coming an MSPJ limitation: creating Hammock tasks
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Redefine elements of default Views and using the relationship view Exercise: To practice creating PDM networks Entering a tasks details with task entry view Introduction to the mechanics of Task-Type and Effort-driven scheduling Case Study: Apply learning to define the Case-Study project
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* FS is Finish to Start, SS is Start to Start, FF is Finish to Finish and SF is Start to Finish and each is read backwards, thus in FS the constrained tasks START be until after its predecessors finish
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Origins of Network Scheduling

Program Evaluation and Review Technique (PERT)
Activity Activity
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4days B 5days
C 5days D 4days
E 6days F 3days
16d total
Critical Path Method (CPM) aka Precedence Diagram Method (PDM)

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Process Approach
Most modern management is founded on Use defined processes* Systematic identification and management of the processes employed within an organisation leads to repeatable performance levels Including the interactions between the processes
Supplier Supplier
Task B
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Input
Process Process
Task C
Output
Customer Customer
Task E
S-I O-C
S-I O-C
S-I O-C
Output from one process often forms the input into the next process Processes define how resources, information, tasks and behaviours are combined and managed to produce results Any activity, or set of activities, that uses resources to transform inputs to outputs can be considered as a process
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* A process approach is A not the way to create controlled environments. It may be THE way for repetitive contexts where refinement is the goal, but that follows achieving a design that is effective Other approaches are needed where effectiveness (design of solution) is the target.
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One Processes Output Is Anothers Input

WBS
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M2M&B
g doiing on ds d nee ds ee t n ha Wha t W

RA SX
cess Output
Custo
Source Input Pro

Work Package 3 Work Package 2
BR
DR
TR
ST
OBS
Consulted R by ST R A C Consulted by DR R Inform RA I

R
Work Package 1
WBS
DR
ST
RA
Activities
itt do Inform ST o do i d tto & BR gne d ne ssiig s a sas Responsibility Assignment Matrix (RAM) ho iis o Wh W Responsible Accountable Consulted Informed
ork rk Netw o etw s N n o catio ns uniicati n Comm u Comm
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DR = Design Rocket, BR = Build Rocket, TR = Test Rocket, ST might be Specify Training, RA Recruit Astronaut etc
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SIPOC Example With Quality Measures

Network diagram and SIPOC concepts should be used to ensure needs of recipient and intentions of supplier are equivalent (identical?)
ReceiveCustomer'sOrder Supplier Input Process Output Customer Dishesrequired Food Customer Customer Deliveryaddress FreeFizzy drink DeliveryTime Payment Money Finance CaptureOrder Dept Cook DespatchFood Provision Logistics WholeSaler Flour Passon LowNote Manager Payment Eggs CashHandling FoilDishes Garage
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Supplier ShopStaff DeliveryScooter

Petrol
Delivery Staff
Input Cashfrom cutomer Cashfrom cutomer
Process
Output Money
Customer Payroll
PayCashinto Bank
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Network Construction Steps

After tasks and resources are entered Schedule Development Enter dependencies and constraints Enter work (or duration) Monitoring, Monitoring, Tracking & Tracking & Control Assign Resources Control Correct MSPJs calculation of effort over time
Resourcing Resourcing Dependencies Dependencies
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Scope & Responsibility Scope & Responsibility Baseline Baseline
Response to Response Tactical Riskto Tactical Risk
Finalised Cost/ Time/ Finalised Scope baselines Cost/ Time/ Scope baselines
Compute critical path and resource under and over allocations Apply crashing, fast-tracking, resource substitutions Smooth and levelling Baseline and track progress Where progress is not to plan repeat the above! Re-plan to consolidate gains & address problems
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Schedule Work Assignments (OBS) Development

Dependencies Dependencies Schedule Baseline Schedule Baseline Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response Tactical Riskto Tactical Risk Finalised Finalised Cost/ Time/ Scope Cost/ Time/ Scope baselines baselines
Task List (WBS) & Task List (WBS) & Work Assignments (OBS)
Cost Cost Baseline Baseline
Dependencies Dependencies Schedule Baseline Schedule Baseline
Task List (WBS) & Work Task List (WBS) & Assignments (OBS) Work Assignments (OBS)
Scope & Responsibility Baseline Scope & Responsibility Baseline
Response to Tactical Risk
Response to Tactical Risk
Finalised Cost/ Time/ Scope baselines Finalised Cost/ Time/ Scope baselines
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Planning Builds Teams

Done right planning establishes shared understanding and mutual appreciation People have fun and fun projects get delivered To build a shared consciousness requires cooperative, social problem definition Motivation results from 1) involvement that promotes 2) understanding plus the freedom to 3) debate the best solution
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Rules for Creating Networks

Standard advise says Take just the activities in the WBS to arrange in dependency order [ In MSPJ we can arrange the summary or Planning-Packages tasks too ] Begin and end with a milestone Milestones at any key coordination point Milestones at completion of key deliverables D
Project Phase1 Phase2
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The network includes all Work and Planning Packages from the WBS When Planning Packages Activity C E are elaborated the network 4days 5days 6days is extended
B 5days D 4days F 3days
16d total
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Milestones In MSPJ
Any task with zero duration is shown on the MSPJ Gantt as a Milestone So is any task whose Task-Information | Advanced | Mark task as Milestone Default is a at task Start I recommend you DONT set tasks as Milestones unless you change the Bar Style to show duration ( explained later ) Add milestones at all points where coordination or review and approval is key Milestones are recognition of tests applied and passed
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Calculating Dependencies
Pour EF i Tea LF
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ES Add j Milk LS
Create ES j Design ES +2wks FireEF j Watch LF
Finish-i permits start-j Normal Relationship
Start Early
Finish
ES Gather i Spectn LS EF Welding i LF
Start-i permits Start-j Late Commonly an optimisation of a more detailed underlying set of F-S relationships Finish-i permits Finish-j Rare. Usually end of monitoring activity Start-i permits Finish-j Rare. Usually handover on acceptance There is no timescale in a network diagram
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ESOps i Support ES
EF Project j Fix-on-fail LF
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Scheduling Requires Describing Dependencies

Without dependencies all the power of MSPJ is lost* Every tasks starting and finishing dependencies should be set Limiting case is project (or summary task) start and finish milestones Three of the possible dependencies must be specifically spelt-out to MSPJ FF Finish of one task caused the end of some other task SF Start of a task terminates something else SS Start of something also starts something else The default is understood by MSPJ: FS Finish one task and start the next Dependencies may have delays and overlaps Possible to create complex, meaningless dependencies
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Is 2010s dumb-down of capabilities a mistake? People find instant expertise impossible. Equally MS desires to sell more copies of the software so reverts it to the populist demand to draw a picture that is a good-enough con to get the funding
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Linking Via The Gantt View

Select two tasks Click the first, Ctl-Click the second Click Link-Tasks or type Ctl-F2 or Drag between their Gantt bars Start by dragging downward IE Take care not to drag the tasks dates! To create a sequence of FS dependencies Click+Drag to select a set of tasks Click Link-Tasks or use Ctl-F2 Tasks are linked top to bottom if selected with shift or dragging Task are linked in order selected if selected with Ctl
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Linking Via The Network View

Network view SHOULD be the best tools IMHO* it is awkward ! Graphics cannot show correct dependency layout Screen too small
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To link tasks click in one task and drag to the other

FS dependency created (double-click the link to change)
To show just ID Right-Click background | Hide Fields

Hover the cursor over a node to expand it Useful to define a Box-Style of just Name (Details shortly)
Tasks can be added by Click & drag the background

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* IMHO = In My Humble Opinion
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An AON Network Example
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EST Dur EFT Task Name/ ID LST TF LFT
E = Early, ST = Start Time, Dur = Duration L = Late, FT = Finish Time, TF = Total Float
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Classic Activity on the Node Network Syntax

Activities recorded in boxes Durations, dependencies, resulting start, implied finish dates and total float Conventional layout shows the options available when scheduling Earliest possible means when honouring constraints Latest possible means and still achieving the critical path Acceptable delay means difference between Earliest and Latest
Early Start Time Duration Early Finish Time Start Monday AM 3 Elapsed Days Finish Wednesday PM
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Task Name (WBS Id)

Late Start Time Total Float Late Finish Time
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Build Wall
Start Wednesday AM 2 Elapsed Days Finish Friday PM
This syntax is used in the IPMA-D exams and frequently is the preferred layout in reality. It is not the MSP default but is easily defined as a style (details on next few slides)
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Creating the Classic Syntax*

Start with View | Network Diagram and Right-Click the background
Cell-layout sets up the grid Choose-cells determines content Then OK to create Then apply
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Customising the Gantt also starts with Right-Clicking the background

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* Also follow these steps but with 1 row 1 column Cell-Layout to create something economical with screen space. Assign just Name as the cells contents for transcribing workshop results into the software
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Lead and Lag Dependency Constraint Modifiers

Dependencies may be subject to delays (lag) and overlaps (lead) EG The lag while waiting for a long-lead-time item* Lead time is overlap between tasks that have a dependency Lag time is a delay between tasks that have a dependency
**AM Wed Wk1 1 Day **AM Thu Wk1 AM Thu Wk 7 1 wk AM Thu Wk8
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Order Mast (WBS Id 3.6)

**AM Fri Wk8 Acceptable Delay (Float or Slack) **PM Fri Wk8
FS + 6wks
Install Mast (WBS Id 3.7)

AM Mon Wk14 Acceptable Delay (Float or Slack) Latest Possible Finish
*Note potentially confusing terminology ** Note Alternate date handling Use one or the other style 128
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By Default MSPJ ONLY Creates FS Dependencies

All dependencies can be created and delays and accelerations included Open a tasks Task-Information | Predecessor-Tab
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Or add the predecessor column to any table and use modifiers to spell-out dependency type SS, SF, FF Use + or - for Lag & Lead
Lead = overlap
Lead is ve
Lag = delay
Lag +ve
Updates via Task-Information applied to all currently selected tasks

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Entering Lag and Lead

Lag and Lead can be typed directly into the Predecessor (etc) column of any suitable table As a duration EG 1 or 1wk As elapsed EG -1ed
Elapsed will affect scheduling
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As a %age duration Lag & lead apply between two tasks Possible to also have delays between a tasks dates and an assignments dates
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Changing and Deleting Links

Delete links by selecting the predecessor cell and type Delete Double-Click links to change or Delete them The Un-Link button removes all links from a task!
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Automatic linking Tools | Options | Schedule-Tab | Autolink Inserted or Moved Tasks

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Creating Hammock Dependencies 1/2

A hammock task is one whose start date and finish date are dependant on (linked to) other tasks Start point: An unlinked hammock (Manage) and its dependencies Step-1: Copy the Start-Date of the first task
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Step-2: Paste-Special into the dependant hammock task

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Creating Hammock Dependencies 2/2

Step-3 & 4: Repeat procedures for End-date of last task The result is a task whose dates and duration depends on the contained tasks
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Relationship View
To see all the links a task has use the relationship view Views | More Views | Relationships
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Exercise-1: PDM (By Hand)

We will practice this in MSPJ before tackling a Case-Studys tasks etc. Step 1: Open MSPJ, create a new project file, and enter the list of tasks Step 2: Link them using a variety of the techniques discussed so far The logic described results in the network on the next slide: The project is started with activities A, B, and C together Activity H before activity L and Activity B before activity E Activity A before activity D and Activity D before activities H and I Activity I before activity J and L The project is completed after parallel activities L, K, and M are completed Activity G before activity M while Activity F before activity G and the Finish of activity E before the start of activities H, I, and G Finally Activity J before activity K and Activity C before activity F
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Start with A, B, and C together., H before L & B before E, A before D D before H & I, I before J & L
Exercise Solution PDM Network A
136 The project is completed after parallel L, K, and M are completed G before M, F before G and E before H, I, and G Finally J before K and C before F
M/S
M/S
B
Project Start
K
Project Completed
C
F
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Exercise-1: PDM (In MSPJ)

Ex-1 PDM Tasks.mpp is a start point & Ex-1 PDM Solution.mpp as it says!
The two Ex-1.txt files have cut-n-paste-able content if you want to save on typing!
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Possible steps Select Gantt View and enter list of tasks

Add links by edit to the Predecessor column Add links by click-drag
Delete and change links Switch to Network Diagram View

Add links by click and drag Hide fields Set layout to manual and explore other options Define classic and or name only views
Switch to Relationship View and scroll through tasks

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Exercise Solutions and Further Experimentation

1 2
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Ex-2 (Optnl): House Build Planning Packages Network

Imagine we have just finished a scoping workshop for a house move The result is 4 planning packages The next task is to document them in the planning tool The results are on the next slide Package names have been pre-typed in-to the text file Ex-2 HouseBuildPlanningPackages.txt (Caution! Check task names, and sequences against next slide)
What differences did you find and why are they present?
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Open the file in Notepad then cut and paste the names into MSPJ Later we will import data from files in other ways
Create the planning packages (and optionally link Planning Packages) Link the work-packages How many valid ways are there to model the dependencies?
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Ex-2: The House Build Planning Packages

Preparation Planning Package First purchase the land. Then we secure planning permission but after having an architect draw-up plans. In parallel with the architects work engage the work-force: Excavator driver, cement company (for foundations), Brick-layers (walls), Carpenters, Plumbers, Roofers, Electricians and Painters Rough Construction PP Dig the foundations then pour foundations and wait for them to set. Build all four walls in parallel, leave holes for installing windows and doors. When the walls are done install windows, doors and add the roof Interior Construction PP When weather proof then install electrical and install plumbing services. When services are done then plaster all internal walls then paint walls and paint wood-work in parallel Finalisation PP Remove tools, debris and unused materials then Landscape garden. Move furniture and toothbrush into house, Hold the party
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Preparation Planning Package

Purchase land Draw-up plans Engage Workforce Secure planning permission
Ex-2: Build a House Manual Solution
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Rough Construction Planning Package

Dig foundations Pour foundations Build all four walls Install windows, doors Add the roof
Interiors Planning Package

Install plumbing Install electrical
Finalisation Planning Package

Remove tools, debris and unused materials
Plaster all internal walls
Paint walls Paint woodwork

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Landscape garden
Hold the party
Move furniture and toothbrush into house
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Ex-2: Partial Answers (MSPJ)

Steps as previous exercise PLUS experiment with links between planning package Try sorting tasks
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Ex-2: Three Possible Final Answers (MSPJ)
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Planning-package dependencies and work-package within planning-package (best?)

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Work-packages linked to Planningpackage starts
Work-package links only (Commonest?)
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Adding Scheduling Constraints

DO NOT enter task dates Use dependencies, durations and constraints Deadlines are just Reminders But do restrict slack (float) ASAP As Soon As Possible Default scheduling regime ALAP As Late As Possible Default if project scheduled from the end-date Tasks may have date constraints EG from the contract {Start or Finish} NO {Earlier or Later} THAN MUST {Start or Finish} ON
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Setting and Checking Constraints

Constraint Dates view allows review and adjustment of all constraints Dragging a task in Gantt view sets constraints Generally a bad idea Detectable via the Note icon
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Reviewing Individual Task Constraints

Per task The Task Information dialogue allows inspection and amendment of key facts
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Generally it is best to set any dragged task dates back to ASAP
Then add appropriate task definition to achieve schedule required

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Entering More Of A Tasks Details with Task Entry View

The Task-Entry-View is a split screen view (View | More Views | Task-Entry) Upper is further split into Task-Entry-Table and Gantt-Graph Lower shows Task Form for the task selected in the upper
Right-Click to change Forms cannot be edited (new ones can be created using Tools | Customise | Forms or VBA*)
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Task Form omits many useful items EG Physical %Complete EG Constraints Lower panes choice of forms available by background Right-Click
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*VBA = Visual basic for Applications. Accessed via Alt+F11
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Entering Task And Time Quantities 1/2

Tasks have a duration and a work content By default Duration is entered in Days and Work in Hours
Duration of 1 (no unit) = 1d Work of 1 = 1hr Unit can be specified when entered (1w = A week)
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Durations are project working days duration (wdd)

EG 3 days from Friday morning is end of day Tuesday (assuming a European calendar)
Unless explicitly noted as edays (elapsed)

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Entering Task Time Quantities 2/2

Durations are converted to or calculated from work-hours on initial assignment Based on number of resources, Standard Days length and task attributes Internally Work is manipulated in hours Work is converted on entry to work-hours at rate in Tools | Options | Calendar-Tab | Hours Per {Day, Week, Month} Then scheduled based on calendars
EG assuming defaults a 5 day task becomes 40hrs work scheduled from 08:00 to 17:00 over the next five MTWThF days
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Conventions For Entering Task Durations And Work

A tasks Duration and or Work can be entered as Minutes (m or min), Hours (h, hr, hours), Day (d or dy), Weeks (w or wk), Months (mo, or mon) Displayed as set by Tools | Options | Edit-tab | View Options for Time Units Default if no unit specified is Tools | Options | Schedule-tab | Duration is Entered in When entering duration ? shows a duration is estimated e shows a duration is elapsed Include units and ? if desired EG 1wk? 1ewk? Or drag the right hand side of a task By default MSPJ calculates (Start-Date + Duration = Finish-Date)
Schedule from Finish Date subtracts duration from Finish-Date Dates are displayed as set by Tools | Options | View | Date Format*
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*Network diagrams allow overriding of the default date format on a cell by cell basis
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Effort Driven, Fixed Duration, Units or Work

Task entry includes describing the link between duration, resources and work Not all tasks durations change with amount of resource assigned
Tasks whose duration is linked to resources are Effort-Drive aka Fixed-Work
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MSPJ maintains a triangular relationship AFTER work-load, duration and resources are specified
Change to one factor causes recalculation of one of the other factors Which factor is amended is based on Task-Type
Budget
Resource & Duration = Cost
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Scope
What & How Good = Effort
Schedule
Effort & Resource = Duration
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One or Two Elements Fixed; Third Variable

Fixed-Work (Effort-Driven) means If Duration is changed recalculate resource and vice-versa to keep effort (work) constant Non-Fixed-Work is either Keep resource constant (Fixed Units) or Keep duration constant (Fixed-Duration)
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Sc
op e
d he
Sc
ul e
Budget MSPJ default is Fixed-Units, Effort-Driven ( More later )

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Entering Task Costs

A tasks Variable Costs are calculated from resources assigned Costs of Work resource = Units * Duration * Rate per unit per duration Material resource costs = Volume * Rate per unit of volume Tasks, Summary tasks and the project as a whole can have own fixed costs Not related to resource assignment Summary tasks record their own fixed cost
Only lower level resource details are summarised
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Labour and material costs are calculated from resource usage ( more later )
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Summary
After the task-list is defined task attributes are entered Key attributes to capture are dependencies (and work required) Creation of the network starts and ends with milestones
Milestones included at other key coordination points
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Dependencies can be created by linking in the Gantt & Network view Entered into table cells or click and drag MSPJ understands FS, SS, SF, and FF and Lag and Lead
Does not draw correct graphical representations
Scheduling constraints added intentionally via Task Information (and unintentionally by dragging) Relationship and Constraint Views may be useful to quality check a schedule MSPJ maintains a relationship between Duration, Units of Resource and Work Time to practice: Case study Define the project up-to network diagram
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Case Study: Network Diagram
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Some weeks ago your company was approached to build a precision imaging system An initial workshop session with the customer and your Engineers has just concluded the creation of PBS and WBS Step 1: Load and link the tasks of the case-study to form the network Work-packages have been pre-typed into Case Info.txt for you!
Needs or Objectives Needs or Objectives Strategic Risk Strategic Risk
The complete set of tasks and dependencies is included in the next few slides
Deliverables Deliverables Bill of Materials & Quality Description Bill of Materials & Quality Description
Scope Development
Task List (WBS) Task List (WBS)
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Case-Study: Network Diagram Instructions For Step-1

Using the information provided do the following: Record in MSPJ the sequence and logical relationships of all project activities defined in the indented-list format WBS and activity list Record task inter-dependencies from the technical insights after the WBS The initial work-shops outputs have provided the following insights There are four subassemblies in the product which are mostly independent parallel work-streams plus the Image Buffer XSO assembly and then final assembly, test, and in-field calibration Tasks listed within sub-assembly are in the order of planned accomplishment There are a few inter-subsystem dependencies noted on following slides There are few final activities for assembling and testing the whole system They are also listed in the order of planned accomplishment
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Case Study: Network Diagram Cont.

The tasks have been entered for you in Case Info.txt and Case-1 TaskList.mpp Use either or type the tasks names! Establish the dependencies described by the SMEs Dependencies are also cut-n-paste-able from Case Info.txt You may have to try a couple of times to understand the alignment experiment Recall work in sub-systems is more or less sequential Use or omit summary tasks as you prefer
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Case Study: Network Diagram SMEs Documented Dependencies

You have been able to obtain from the various departments the inter-workstream information needed to complete the initial logic diagram: T-2* Outline Design activity (OutD) must complete before any other activities can begin. When OutD is complete Optics Ss, Focusing Ss, Electronics Ss, Laser Ranging Ss and Image Buffer XSO work-streams can all start T-4 Optics Design (OD) and T-10 Focus Mechanics Design (FMD) must be complete before T-11 Focusing Mechanics (Purchase) (FMP) can start T-11 FMP and T-15 Electronics Test (ET) must both be completed before T16 Electro Servo Preparation for Integration (ESI) work-package can start T-29 Overall sub-system Assembly (ASS) task cannot start until T-8 Optics Test (OT), T-16 ESI, & T-21 Laser Preparation for Integration (LPI) complete T-27 XSO Sub-System review (XR) activity and T-30 System Test (ST) must both completed before T-31 LIS Acceptance Test (LISAT) can start
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*Task numbers assume the use of sub-tasks
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Case-Study: Network Diagram Start-Point and Solution

-1 se Case -1 Ca -2 se Case -2 Ca
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Case-1 is the Start point and Case-2 the end of this case-study segment
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Additional Ex: Model Scope From A Client Brief

This is in-fact an old PRINCE2 exam question! But it is also an excellent example of how to turn a brief into a product set before adding the verbs that define the projects scope of work
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand recognition
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Use the text below to create a PBS, WBS and network diagram then set-up the project in MSPJ
Your client, a local council has realized that their current Social Services Information Systems (SSIS) will not cope with new legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also automatically collate data that currently requires 3 staff to do manually. Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the same database software, so no major conversion work will be needed. A contract will be placed with an external supplier for hardware and software to replace all the current small computers with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way through the design of a system, based on specifications agreed with two other councils. The purchase order will be signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2. Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then be further significant work by SSIS staff to prepare the new system for operational use. The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three months of the contract being signed. Logical Model Ltd Logical Model Ltd +44 (0) 845 2 57 57 07 Two hundred Social Services staff will need to be trained to use the new software
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Additional Ex: Social Services Scenario

r1.ee Th 2.
3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
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Hardware Corrected Records Trained Social Staff Application Software Database Software Purchase Order Design Changes Installed System 5 Trained Operators
One
Installed System Purchased Products Training Products
Two
New SSIS
200 Trained Council Staff Contract Legislative Order (Ext) Tender etc
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Purchasing Products
This worked example omits several definite products in order to reduce complexity of the illustration
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Additional Ex: PBS Result

New SSIS
Legislative Order
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Installed System
Training Products
Purchasing Products
Purchased Products
Hardware Database Software Design Changes Contract Corrected Record 7 Trained SISSl Staff Application Software Purchase Order 5 Trained Operators 200 Trained Council Staff Tender
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Additional Ex: Product Dependencies

Legislative Order Design Changes Contract Application Software Hardware Database Software 200 Trained Council Staff 7 Trained SISSl Staff 5 Trained Operators
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Tender
Purchase Order
Corrected Record
Installed System
New SSIS
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Additional Ex: MSPJ Solution

First make initial entry of products Second link into use-order Third sort by start date Fourth add verbs in the products life-span
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The only reason for a project is to change businessas-usual for your organisation or your customers
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Lesson 5
Lesson 5: Entering Resources and Assigning Resources To Tasks
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Objectives
Appreciate where we are in the schedule development process Enter resource information and create or link-to a resource pool An aside: Importing data from other format files Assign resources to tasks over time: - Time-phased assignments Initial assignments & initial scheduling plus the effect of calendars Using a hierarchy of Breakdown Structures and RAMs The mechanics of Task-Type. Much more on this tricky topic (and more later)
Assign resource to task with or without pre-estimated work See that changing elements of assignments changes other elements Use the Task and Resource Usage views Establish how to avoid issues with MSPJs scheduling logic
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Experiment with the triangular relationships within assignments Practice with the case study
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Development
Proj Projec ect t

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The Schedule Development Process 1/2

First or Second: Enter details of tasks Tasks name and inter-dependencies Set Task-Type and Effort-Driven indicator (or allow to default*) Enter estimated work
Work field is not included in default task-entry table MSPJ assumption in Tables, Help texts and mind-set is we enter Durations
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First or Second: Enter details of resources Third: Make initial assignments of resources to tasks People and materials MSPJ will multiple & or divide work, duration & people using initial entry rules MSPJs calculation of time-phased assignments normally needs correction
If you wish to track and use Earned Value with precision
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* The default default (sic) is Fixed Units & Effort Driven. Default can be set in Tools | Options | Schedule | Default Task Type
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The Schedule Development Process 2/2

Then Determine required resource profile, calculate cash-flow, budget and schedule Adjust dependencies and resourcing to fit constrains of cost and time
Resolve resource overloads and inefficiencies by changing assignments MSPJ will multiple and or divide work, duration and people on change using Task-Type and Effort-Driven rules MSPJs re-determination of duration, assignments and work normally still needs correction
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Repeat the above until Risk, Scope, Budget, Resource & Urgency are in balance Advise people of baseline
Integrated mechanisms include MS Outlook, Project Server or MSPJ Web access
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Contents: Resource Pools

Resource Pools Assigning Resources Task Type, Initial Assignments and Initial Scheduling Time to explore concepts just covered Fixed Duration and Fixed Units Effort Driven Time to explore concepts just covered Task-Usage and Assignment Sheets Summary Case-Study
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Resource Pools
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Resource assignments are drawn from a resource pool Pool may be defined in the projects file or a dedicated resource pool file People, equipment and materials resources defined in same pool People and equipment are work-resources effort is measured in time Materials are consumable measured by Material label quantity Resource pools can be company-wide (MSPJ-Server version) Adding by hand uses the Resource-Sheet View | Resource-Sheet Resource lists can be imported from MS Exchange directories, Excel or text files
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Entering the Resource Pool Information

Resources are typed (or imported or cut-n-pasted) into a Resource Sheet 3 1 Use the Resource Information dialogue to enter details 2
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Generic resources can be substituted with specific people by the server 2 when scheduling 1
3
How many are available & when
What they cost & when

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What hours they work
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Entering Resource Costs: Simple Method

Select View | Resource Sheet and table Entry (Or Resource Information | Cost-tab) Resources may have a per-use-cost and a per unit of time/ material cost
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Default rates are set in Tools | Options | General Default accruals Tools | Options | Calculation Currency display Tools | Options | View | Currency options
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Resource Cost: Full Capabilities

A resources costs can be linked to: Job-type Overtime rate Scheduled date Rate changes can be entered as percentages
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Resource Availability and Calendars

Max-Units available is a percentage of the resources calendar hours Default is 08:00 12:00, 13:0017:00 (an 8hr day working day) EG if the resource calendar defines a resource as M&T 09001500 then they have 12hrs per week available at 100% capacity Generic resources may be available >100% IE you have multiple people or machines Availability dates and rates can be set from the General-Tab Standard calendar can be amended or a new base-calendar created & assigned
(Tools | Change Working Time | New)
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Tools | Options | Schedule-Tab | Assignment Units As {Decimal, Percentage }
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Resource Outline Codes

Resources, like tasks, can use custom outline codes Tools | Customise | Fields | Custom Outline Codes Outline code reflects the projects OBS (Organisational Breakdown Structure)
Landscaped Landscaped Garden Garden
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Design Design Team Team
Project Mgmt Project Mgmt Team Team
Construction Construction Team Team
Florence Llwellyn Florence Llwellyn Chief Designer Chief Designer Andy Gofer Andy Gofer Junior (Plants) Junior (Plants) Pattie ODoors Pattie ODoors (hard surface) (hard surface)
Ann Doors Ann Doors Sponsor Sponsor Clark Kent Clark Kent Project Manager Project Manager Rex Dog Rex Dog Project Support Project Support
Alan Titchmarsh Alan Titchmarsh Manager Manager Charlie Dimmock Charlie Dimmock Water feature Water feature Tommy Walsh Tommy Walsh Hard Landscaping Hard Landscaping Gen Assistants Gen Assistants
Import existing codes from a project file via Tools | Customise | Fields
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Fred Fred Labourer Labourer
Joe Joe Labourer Labourer
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Linking To A Shared Resource Pool
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The simplest resource definition is created with the tasks in the project file Typically a linked resource pool contains just resources Saved somewhere centrally accessible To use a resource pool Open the resource pool Open (create) a sharer project Tools | Resource Sharing | Share Resources | From: |filename.mpp Also set the conflict response (pool takes precedence is best) Next time the sharer is opened a prompt to open the resource pool is issued
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Importing Details EG Resources
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Resource (task and assignment) data can be imported (and exported) First set security level Tools | Options | Security-tab | Allow loading files Import via File | Open (export via File | Save)
Choose file-type EG .txt
New or Existing Map New or Existing Map New or Append to Project New or Append to Project What to Import What to Import
Import Mapping Import Mapping
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Contents: Assigning Resources

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Assigning Resources
Select a task or several ! Assign resources
Demand specific resource or allow substitution
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Materials are fixed or variable per/period Select next task Without closing the Assign Resources dialogue box Add new resources (with Assign) or Remove existing resources or Replace assignments Results depend on Task-Type & Effort-Driven flag
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Assignments
Task plus Resources = a set of time-phased work and cost allocations If task duration is pre-set then Duration x Number of Resources assigned x Hrs per Std Day = Work Hours Work / Duration and calendars = Time-Phased scheduling MSPJ view of assignments is classic Responsibility Assignment Matrix
Plus time-phasing
s Re s Re s Re rce ou s Re rce ou rce ou rce ou
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Many factors interact in making and changing assignments Results differ if Initial Assignment or change to assignment
Task Task Task Task
Assignment Time-phased axis
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Responsibility Assignment Matrix (RAM)*

From PBS to WBS Product Is Noun, Activity Is Verb From WBS to RAM Add Who
Civil Eng. Who
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Design Training
Nil
Rocket
Nil Responsible Spec, Design Build Accountable Specify Ergonomics Consulted Push go Button Informed
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Mission Control
Specify, Design Construct
Rocket Eng. Human Factors Astronaut

Provide Tech I/P Confirm Interfaces Specify Equipment Layout Chat to during Mission
Write, UT & IT Receive Training
*Also known as a RACI = Responsible Accountable Consulted & Informed
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Each Assignment Is Significant To The Recipient!

RAM correlates the work packages in the WBS to the parties responsible for accomplishing the assigned work Defined by cross-referencing the project WBS against the OBS Clear, single point of accountability (SPA) for specific elements of work
Total Project WBS vs. OBS Total Project WBS vs. OBS
Project Phase Work Package
CA CA Phase Work Package Work Package Work Package
CA WP Phase Work Package
CA
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Control Account Control Account

CA
SPA
CA CA CA
OrgU Mgr
WP WP
CA
WP WP
T Ldr
CA CA CA
Org Unit Manager

CA
Team Ldr
WP Team Member
CA
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Cascading Who Does What Across The Whole Portfolio of Business Activity
Portfolio
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Projects OBS
BAU
Work Account Portfolio Control Account Portfolio Control Packages
Project
Stage
CA CA
Stage
Project Cntrl Accnt Project Cntrl Accnt Work
Packag es CA CA
WP
CA
CA CA CA
CA CA
CA CA
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Hierarchical Breakdown of Scope

Depth to reflect your level of control IE the point at which you delegate responsibility for further detail Probably 2-4 levels down Chain of delegated authorities will result in conceptual, total BS being many levels deep
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Mission
& Values Why Why What Vision What Vision Cascade intent & constraints Delegated Authorities & Tolerances (freedoms) Business Design (Modus Operandi) Business Design (Modus Operandi)
How: Strategy How: Strategy
What Strategy
Programme Design (Architectures)
How: Goals
What Goal What Goal
Project Design (Planning) Project Design (Planning)
How: Tasks How: Tasks
What Tasks What Tasks
Technical Solution Design (Team/ Stage Planning) and execution Technical Solution Design (Team/ Stage Planning) and execution
Impacts Impacts
WBS
OBS
Control Account Control Work Control Account Account
Packages CA Logical Model Ltd +44 (0) 845 2 57 57 07 CA CA CA CA CA
Control Account Wor

k Pac CA kag CA es CA CA CA CA
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Escalate decisions outside authority Report, Seek Guidance
What Strategy
Programme Design (Architectures)
How: Goals
Time-Phasing And Assignment Percentage
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Time-phasing is calculated from Calendars, Duration, Work, Units of assigned resource Task-Type, and assignments Work contour Units are a measure of work IE Effort
Assignment Units are a percentage of a resources working calendar hours EG I'm available 4hrs/day and working on two tasks at 50% each = 2hr/day
Assignment data is distributed down and aggregated up the hierarchy depending on what level it is entered at Work, Units and Duration are re-balanced across assignments when changed Convenient flexibility but also a trigger for confusion and frustration
If you EVER chase around edits to assignments/ duration/ work: Stop! Your Task-Type and Effort-Driven settings are probably in-correct
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Assignment Units and Percentage
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Default assignment is Max Units or 100% For people Max.Units Head-Count or FTEs (Full Time Equivalents) For tasks Assignment Units = %age of Max.Units Availability can be a decimal
Tools | Options | Schedule-Tab | Show Assignment As
Max. Units marks the level of assigned resource beyond which the resource is flagged Over-Allocated Only detectable in the Resource views
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Scheduling With Calendars

Tasks are first scheduled according to the project calendar If the assigned resource has a different working pattern the task is scheduled to the resources calendar* If the task has a calendar it overrides the project calendar
Task calendars are combined with the resources availability (unless overridden)
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Task calendars are selected from a drop-down list so must be specifically pre-created Tools | Change Working Time | Task Calendar New: Set the name and details Assign to relevant tasks Assignment Select tasks: Calendar Task Information | Advanced-Tab | Calendar: name
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Resource Calendar
* But not on the projects first day!
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Resource Profiles
While assigning resources it is possible to see the resources commitment level Wait till project has first-cut ideal scheduling and then resolve issues using the resource management toolbar Realistic schedules can normally only be achieved with a Usage view
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Contents: Assigning Resources Task Type

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Task Type
Concentrate first then play!
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A task can be Fixed-Work (by definition Effort Driven) Fixed-Units & Effort Driven Fixed-Duration & Effort Driven Fixed-Units Fixed-Duration Task-Type is used when Duration, Work, Resource relationship exists Which dependant factor to change when any other factor is amended EG Add resources to a fixed duration task: MSPJ will reduce Units or add Work
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Initial Assignments
Initial assignment uses the number of resources assigned Computes a relationship between Duration and Work and Units Two actions are performed by MSPJ on initial assignment
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1. Initial assignment calculates duration and or work and or assigned resource units Based on resources initially assigned, the elements of work and duration pre-set and the tasks Task-Type/ Effort-Driven status Default data entry tables include Duration but not Work
Expectation is that Initial Assignment of resources (IE Units) sets Work based on Duration times number of assigned resources
What-ever you pre-set MSPJ will use initial resource assignment to calculate a tasks other initial values 2. MSPJ then schedules time-phased assignment of the resources over the duration and work-load
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Initial Scheduling
Initial assignment immediately schedules the calculated work, duration and resource assignments Work and relevant calendars determine duration
Dependencies determine start or finish The other date is determined by simple arithmetic Start + Duration = Finish or Finish Duration = Start
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By default assignment-units are spread evenly over tasks duration Alternate distributions available Contour affects Duration & Work!
See ResouceProfiles.mpp
MSPJs guesses are a start point for editing in a Usage Sheet (if precision is needed)
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Effect of Task-Type on Assignments
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When assigning a standard 8hr per day staff member to a task without specification of work work is calculated
Duration * Units (of Resource) * Hours per Std Day * Contour = Work Affect of assigning same staffer to task with 24hrs work pre-specified
Task Type determines how Work / {Units or Duration} = {Duration or Units}

Contouring is ignored in discussions of auto-scheduling from now on
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Affect of Initial Assignment When Work Is Not Set 1/3

Initially effort is determined from Task-Duration and Resource-Units assigned Assigning resources sets the amount of work Project and resource calendars determine the dates on which work is done Task-1 is 1d working days duration (wdd) and assigned to one resource
Work = Standard day (8 hrs) * 1wdd * 1 resource = 8 work hrs 16hr Person starts work at 01:00 so task completed by 09:00 (Project StartDate 31/12)
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Task calendar affects scheduling but not the work calculation (but edays do!)
wdd = Working Days Duration, eww = Elapsed Working Weeks (etc) so 1ewd = Elapsed Working Day, & C for Calendar!
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Initially effort is determined from Task-Duration and Resource-Units assigned
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Task-2 1wdd x 4 resources x 8 Std day hrs = 32 work hrs 4 people start work at 08:00 so (with lunch) have delivered 32hrs effort by 17:00
Task-3 1wdd x 1 resource x 8 Std day hrs = 8 work hrs TwoDayaWeekPerson starts 08:00 and finishes (with lunch) by 17:00
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Task-4 is 4wdd * 1 resource * 8 Std day hrs = 32 work hrs But 16Hr Person does 2 Working Days per Calendar Day so Task-4 is scheduled in 2 calendar days (Note: Duration is shown as 4)
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T5s work is 4wdd * 4 Resources * 8hrs/day = 128 work hrs Since 4 8hr_a_day resources assigned in parallel duration is 4 working days T6s effort (work) is calculated as 4wdd * 1 Resource * 8 Std hrs = 32w_hrs TwoDayPerson only works Mon & Tuesday so scheduling takes 1 weeks Note: Duration (wrongly?) shown as 4d IE 4wdd not 4edd
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Assigning Resource To Task With PreEstimated Work 1/3
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Tasks entered with work defined rather than duration
Task-1s working duration of 80hrs/ (8hr per day * 1 resource) = 10wdd 10wd scheduled at 2d/ week = 5 elapsed_working_weeks (eww)
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Task-2 identical to Task-1
Task-2s 80hrs_work / (8hr per day * 1 resource) also = 10wdd 10wdd scheduled at 16hr/ day = 1 elapsed_working_week or 5ewd
Note: (in this case) Project start is 08:00 so Task-2s end is Monday If scheduled a week later it fits in the week (or if project start date was defined with a time & date)
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Tasks 3 and 4 identical to 1 and 2
Task-3s 80hrs_wd / (8hr per day * 1 resource) also = 10wdd 10wdd scheduled at 8w hr/ day = 10wdd (!) = 2 elapsed_working_weeks
Task-4s 80hrs_wd / (8hrs per day * 10 resources) = 80 / 80 = 1 ewd 80hrs work taking 10wd scheduled on 1 ewd Duration shown as 1 not 10!?
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Initial Assignment: The Full Story (Ignoring Contouring)
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Completely reliable results only achieved in Usage Views (I think)
Initial Entry
Initial Assignment 1 person

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15m Exploring What We Just Covered

15m Enough to see the complexity and interaction We need to cover more before you can develop full understanding Dont expect full understanding now (in just 15mins!) Its a bonus if you do! Try experimenting with the previous concepts to create and assign resources Create tasks with the 5 Task Types and Effort-Driven combinations
Leave importing to the next case study segment
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Try creating your own first THEN if you want further, methodical experimentation try the given file
The file Task-Types.mpt already contains tasks and resources Open As Copy? (or close without saving or save to a new name) Summary tasks names reflect the resources to assign
Next exploration is on CHANGES to initial assignments (in just 11 slides time)

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Contents: Fixed Duration, Fixed Units and Effort Driven Another Concentrate first then play!
Resource Pools Assigning Resources Task Type, Initial Assignments and Initial Scheduling Time to explore concepts just covered Fixed Duration and Fixed Units Effort Driven Time to explore concepts just covered
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Task-Usage and Assignment Sheets Summary Case-Study

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Why are there no Aspirin in the jungle? Cos the parrots eat em all. The paracetomol molecule flags-up that this section may give you a headache on first reading (or put another way may need several visitations)
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Fixed Duration and Fixed Units Effort Driven

Task Type specifies what is recalculated when changing a tasks effort, assignments and work-load Fixed Units + Effort driven is the default (IE Duration determines Work) Effort Driven also the default for Fixed Duration Fixed Work is by definition Effort Driven If one of Effort, Duration or Resource is changed & 1 is fixed so the third is recalculated EG Fixed Duration If I alter Work then Work / Duration = re-calculated Units If I alter Units then Units x Duration = re-calculated Work If I manually alter Duration then Duration x Units = re-calculated Work
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Duration now 4ed Probably wrong
MSPJ Logic Often Opaque!
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Before and after assigning resource to a FW 8hr 2d task (IE time) Resources working pattern is 08:00 to 12:00 (IE Also time) MSPJ assigns time person time
8:00 12:00 24:00
24:00
24:00
24:00
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MSPJ Warns For Some Changes
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Warnings issued when impossible instructions received FD-Ed 2wdd 8Hr task given to a 4hr/day resource scheduled time
At 2hr/day task is either 2wdd and 4hr work or really 8hr work and 4wdd MSPJ makes the change then tells you
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MSPJ Questions Some Changes
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Corrections can be frustratingly difficult to apply (Hence 2010 dumb-down) Reconsider the Task-Type and Effort-Driven settings
Resource assignment and Task-Usage (or Resource-Usage) best tools Sometimes (always?) helps to temporarily set Work to 0
8:00 12:00 24:00
Duration is 1.5 ewdd or 1wdd spread over 1.5 calendar days

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What Get Changed!

If a task is Fixed Whatever its whatever only changes through human input never by recalculation Fixed units is the default What You Change
Duration Units Work Duration Duration Work Units Duration Duration
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Task type
Fixed Duration Fixed Units Fixed Work
Work Work Units
W Fixed units: resources remain constant if duration or work is changed MS h a t A P Fixed work: change to duration amends resourcing to maintain effort dju J sts
Fixed duration: change to work recalculates units to maintain duration
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Exploring Change To Duration, Work and Units

A resources availability is described by their calendar
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A tasks duration or work is set on first assignment and maintained on changes
Task Type is relevant when task has Work defined Recall Initial Assignment first determines Work (duration) then schedules
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Changing Work Hours Maintains Effort (By Default FU-Ed)

Subsequent change to Work hours maintains Duration = Effort / Resources
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If Task-1 FU-Ed work is changed to 16hrs 16Hr A Day Resource used for 1ed (duration now wrongly? shown as 2wdd)
If Task-2 FU-Ed work changed to 16 hrs Four people now only need a days duration If Task-3 FU-Ed work changed to 16hrs Fits Two Day A Week Persons Resource Calendar
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Changing Resources Maintains Effort (By Default FU-Ed)

Subsequent changes of resource maintains Duration = Effort / Resources
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If T4 is reassigned to a resource with a standard calendar: now 4wdd in 4ed
If Task-5 FU-Ed reassigned to TwoDayPerson Needs 8 elapsed weeks of Mon & Tue to deliver 128hrs effort or 16 wdd If Task-6 FU-Ed reassigned to 4 resources with a standard calendar Now 4wdd in 1 elapsed calendar days duration
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Calculation Of Work and Duration: Full Story? 1/2

Completely reliable results only achieved in Task-Usage (I think)
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Initial Entry

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Change assignment to 2 people
Change assignment back to 1 person
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Calculation Of Work and Duration: Full Story? 2/2

Completely reliable results only achieved in Task-Usage (I think)
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Initial Entry

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Change assignment to 2 people
Change assignment back to 1 person
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10m Exploring What We Just Covered

10m to explore the affect of changing assignments Task-Types.mpp a good start point again Examine the resource sheet and resource info
Resource names are descriptive
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There will be time to apply these topics in the case study where usage will be more real-world than Task-Types (but not as exhaustive)
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Contents: Task Usage & Assignment Sheets

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Task-Usage: The Resource Gantt

Shows Level of resource usage over the duration of each activity Important to consider resources calendar of availability
Activity Motor Design Bracing Couplings Docking Exhausts Fall-backs Grapples Harnesses Initiators Jumpers Klystrons Limiters Modulisation 4 4 September 1 2 3 6 2 3 6 2 3 6 2 3 3 1 4 2 1 4 2 1 4 2 4 2 4 2 4 2 4 2 4 2 4 4 6 7 8 9 10 11 14 15 16 17 18 21 22 23 24 25 29 30 31 October 1 4 5 6 7 8 11
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Float marker
Week 1 2 3
5 5
Work-Package Motor Design
Skill-Group
4
5
Payload Specialist 5 1 5 15 Chief Designer 1 2 1 21 Technician

7 7 6
2 1
2 1
1 1
2 4 2 4 2
1 1
2 4 2 2 4 2 2 2 2 2 2 2 2
11 11 11 13
7 7 7
6 6 6 6
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8 8
2 2
2 2
2 2
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Tune Assignments Via An Assignment Sheet

The 2 Usage sheets give fine control over assigning resources to tasks in specific time-periods Task Usage and Resource Usage Differ only in the grouping displayed
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Probably the ONLY way to get a reliable, traceable, auditable result!

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Available Assignment Fields

Right-click for a Quick menu of fields to display Or use Format | Details Select Detail Styles for extensive selection Extends the quick menu until a data-item is de-selected
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Usage Views Focus To The Minute

Zoom with the toolbar or to the minute by hand
Scale in hours Scale in minutes
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Default Non-working time in grey Summary data in yellow (Some) Data in white is editable at some times
E.g. Cost when a task is 100% complete or MSPJ cost calculation turned off
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Using the Usage Views

Gantt bars are a summary of earliest and latest actual assignment data
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Resource Usage shows over-allocations For fine control edit work directly in usage view Also for tracking progress
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Editing Assignments In Usage View

Start point Base lined to show effect of usage edits
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Affect Of Edits 1/3
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Manually adjusted usage subject to task-change rules

Dependencies are honoured Not possible to assign work to 2Day Person on Task-1 Work reallocated across 2cd their off-days
MSPJ now says 4d duration 50% Allocation
Start point Start point
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Affect Of Edits 2/3
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Dependencies are honoured Not possible to assign work to 2Day Person on their off-days
Allocation changed from 400% in day to 200% in 1 day Task-2 Assignment delayed by 1 cd
Assignment has delay

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Affect Of Edits 3/3
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Dependencies are honoured Not possible to assign work to 2Day Person on their off-days
Task-3 Assignment runs into following week and resource over-assigned
Delay affects dependant task
Over-allocation shown as 125%

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Usage View Often Used in Split-Screen Views

When used in split-screen the bottom pane gives details of item selected in the top pane Suitable for levelling & smoothing resource loads Show/ Hide Collapse rows
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Assignment data
(Time-phased in Usage view)
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Contents: End of Chapter! And Case

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Summary
Product definitions define development skills and lead to task definitions and links to the company QMS of standards and procedures Schedule development needs defined resources MSPJ uses Resource Pools Assignment of resources to tasks defines the work content and vice-versa Any calculation scheme will make assumptions Results will sometimes be correct Assignment Sheets are the best view with which to correct the details Data can be entered (and tracked) consistently at any level Task-Type must be set correctly (or MSPJ calculations disabled) Establishing the baseline is tricky if you do not understand the internal mechanics All elements of data can be imported
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Case-Study: Resource Assignments
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Starting where the last Case-Study stopped (Case-2 With Links.mpp) Set task durations from the details on the next slide or extract and apply from Case Task Info.txt (either way SAVE when done) Import resources* from Case-Resources.txt or link to Case-ResPool.mpp
Try one then restart on saved file with the other: proceed to next steps with one
The assignment of resources to tasks is noted a few slides ahead (Or can be cut-n-pasted from the Case Task Info text file) Schedule Assign resources to tasks
MSPJs calculations of Work will NOT be the required working pattern
Development
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS) Resourcing Resourcing
Use the Task-Usage view to make the assignments described in the text
Scope & Responsibility Scope & Responsibility Baseline Baseline
Case-3.3 CorrectAssignments.mpp is the required solution

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* Or manually enter details on following slides
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Case-Study: The Resources

Name Optical Eng. Drawing Office Type Work Work Initials Eng-O DrO Max_Units Standard Rate 4 2 0 3 1 1 3,363.30/wk 2,550.60/wk 3,000.00/wk 2,550.60/wk 3,363.30/wk 3,363.30/wk
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SubCon Work S-C Available after week 17 Instrument Tech Work Electrical Eng. Fabr'tn Dept Work Work Tech-I Eng-E Fab
Limited availability due to holiday commitments details not currently known
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Case-Study: Task Durations
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Case-Study: Assignments Partial Solutions

Case-2 With Links after addition of task durations (Case-3.1 Durations & Resources Loaded)
When Initial Assignments are made you should match these (wrong) values!
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Case-3.2 InitialWrongAssignments
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Case-Study: Correcting The Assign Of Resources To Activities 1/4

The Outline Design (OutD) activity will be the responsibility of the lead Optical Engineer (Eng-O) who will be involved for both weeks of the design effort. The involvement of the Drawing Office (DrO), to create drawings will only occur in the 2nd week of the task (Try delete then undo & Set wk 1 to zero) View | Task Usage
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Case-Study: Correcting The Assign Of Resources To Activities 2/4

After the completion of the Outline Design (OutD) task, there are 5 simultaneous activities that begin The first is the 12 week Optics Design (OD). OD will require the services of an Optical Engineer (Eng-O) for the first 2/3rds of the allotted time. The Drawing Office (DrO) will be involved for the last 50% of the time i.e. they will overlap for 2 weeks. FMD will also require an Eng-O. For the first 7 or its 9 weeks of the effort. The DrO will work for the last 3 weeks i.e. there is a 1 week overlap. The Electronics Design (ED) will be under the direction of an Electrical Engineer (Eng-E), who will be involved for the first 12 of the 14 weeks
The DrO will create drawings in the tasks last 3 weeks.
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An Eng-O will write the proposal and conduct the Laser Ranging System Tender (LRST). They will also complete the tender process in Laser Generator (Purchase) (LGP) activity The Image Storage Design (ISD) will require an Eng-O for the first 3 of the 4 wks duration. The DrO will be used for the last 2 weeks
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Case-Study: Correcting Assignment Of Resources To Activities 3/4

Within Optics Lens System Parameters (LSPs) activity will require an Eng-O full time Lens Fabrication will be sub contracted (S-C)
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The Optics Assembly (OA) and Optics Test (OT) are both assigned to Instrument Technicians (Tech-I)
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Case-Study: Correcting Assignment Of Resources To Activities 4/4

Within Electronics a full-time Tech-I is assigned to each of EFab, ET and ESI After the Laser Range Finder Tender and Laser Generator (Purchase) activities the sub contractor will fabricate Laser Positioning Controls (LPCFab T-20) and a Tech-I will carry out Laser Generator and Controls Integration (LGCI T-21) ready for System Integration these tasks have been poorly named up to now Update Task name & Short name to reflect clearer task description
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The Image Store will be fabricated in-house (ISFab will be conducted by Fabrtn Dept) with drawings created by DrO after Fabrtn have built a working storage module The XSO will be assembled and reviewed by Tech-Is All activity in the Integration and Proving phase is assigned to Tech-I staff
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Case-Study: The Correct Resource Assignments

Case-3 Correct Assignments (partial view of) Target assignments after correcting assignments
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Case-Study: The Correct Task Costs

Corrected System, Sub-system and task assignments and names Case-3.3 Correct Assignments.mpp
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Your solution should match these durations and costs! To diagnose errors start at System, then Subsystem then Task
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If you need training, mentoring or assistance with benefits realisation, governance or projects
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Lesson 6
Lesson 6: Finalising The Schedule and Presenting the Baseline
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Objectives
Consider the factors in creation of the project baselines Balance between the projects constraints and targets Turn on display of the critical path Find and address resource over and under allocations Manually address allocations Explore the use of auto-levelling Reviewing project costs and cash-flows Saving and manipulating baselines Taking account of risk with 3pt Estimates, PERT and Contingent tasks Monte-Carlo analysis Case-Study practice
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Development
Proj Projec ect t

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The Project Baseline

The Project baseline is an agreed set of compatible commitments Scope & Acceptance Criteria Schedule Resource Allocations (Skills, Plant and Money) Baseline struck when all in balance After resource allocations finalised Change may start in any , , or work Every change will ripple and affect AT LEAST 1 other element Product & Process Acceptance Criteria
PBS/ SOO WBS/ SOW
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Schedule
Gantt chart Critical path
Budgeted Cost & its schedule (BCWS)

Contract Budget Baseline
Baseline elements are inter-dependent: change to one causes change in the others Baseline elements are inter-dependent: change to one causes change in the others Reduced time ** same scope = more cost Reduced time same scope = more cost
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Steps In Building The Baseline

Done so far Tasks have been entered and linked in-to dependent sequences Estimated work or durations entered for each task Resources have been applied to the work required Task durations determined Still to do Initial critical path displayed Resource over- and under-allocations analysed and resolved
Order of analysis is dictated by critical-resource availability and critical-path
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Project base-lined The projects technical work is then executed and

Progress updates are applied to the plan to reflect work done and not done
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Contents: Critical Path & Levelling

Critical path and levelling Cash-flows and cumulative costs Save the baseline Adding risk To The baseline
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Showing Critical Path On A Gantt View

Turn on display of the Critical Path EG Manually Right-Click the Gantt background Alternatively use the Gantt Wizard Easiest way to show critical path is use the Tracking Gantt
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To show a critical-path for each sub-network of tasks Tools | Options | Calculation-Tab | Calculate Multiple Critical Paths
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Under and Over-Allocations

Over-Allocation means resources are scheduled to work longer than they are available Allocations are displayed in Resource views
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Under-allocations may mean project costs are inefficient To display aggregate graphs Right-Click background
Filtered resources Show as
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Finding Allocations
The Resource Management toolbar is an easy way to analyse resource use Right-Click toolbar background or (View | Toolbars |) Select Resource Management Buttons provide short-cut to resource views
Task Entry View
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Resource Allocation View

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Levelling By Changing Assignments

Next Over-Allocation To reset to 1st over-allocation Edit | Goto finds next task requiring levelling
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Options to deal with over-allocations are: Edit assignments in a Usage view Assign new or different resources Delay the assignment Delay the task Split the task Add overtime
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Levelling By Splitting Task
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Some tasks can be split to alleviate over allocations A portion of the work is delayed Select the task with the split cursor at the point-in-time when work is suspended
Drag the split to where the task resumes Remove the split by dragging the split portion back-to the left When tracking current status Work-in-Progress can be split Split shown as dotted line ( by default )
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Handling Over-Allocations With Overtime

Overtime can be allocated by inserting the column to any relevant table No control over when it is shown as being worked When it is booked is fully track-able through a Usage-Sheet
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Levelling With Delays (& Splitting e)

Resource over-allocated to tasks b (critical) and c (non-critical) 3 edays task levelling delay added to task c Days 2 & 3 now NOT over-allocated Now Critical Task e split f delayed as a result Note: Useful to add display of Critical Path to Levelling Gantt
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Levelling Delays Are Additive

Assignment delay will delay resources start date Levelling delay affects whole tasks start date Delays are cumulative: Before
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After Assignment and Levelling delay
Levelling delay is optionally cleared before auto levelling
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C
MSPJ will Auto-level Select Tools | Level Resources |
Level Assignments: Yes | No
Automatic Levelling
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Tune by setting task priorities: Priorities range from 1-1000: 1000 is highest = Dont delay or split Mark tasks for Split: Yes | No,
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EG Case Starting Point: Wk 41

Can be hard to determine driving factors (2007 & 2010 have useful feature)
Tasks with float displayed
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Good Automated Solutions are Possible

In this case by setting Levelling Can Split to No on all but Optics Assembly
This *is* the best manual solution
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Note: Float reduced

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Contents: Cash-Flow and Cumulative Costs

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Draw the Cumulative Resource Curve

Task Duration
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Period
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A B C D E F
1 4 6 3 2 2
1 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1
1 Task 8 Resource 6 Usage 3 2 2 = 22

24 22 20 18 16 14 12 10 8 6 4 2
The cumulative cost baseline This *IS* BCWS or PV
Cumulative Resource Usage
Resource 3 Usage/ Period

2 1
A
1
B B
2
B B
3
B B
4
B D D D E E B C C C C C C
5 6 7 8 9 10 11
F
12
F
13 14 15
Period
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Displaying Cost Graphs

View | Resource Graph Simple! Step to display cumulative cost is same as cumulative over-allocations Right-Click the background Select Show as for filtered
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Save A Baseline
A baseline stores current values for later comparison Enables Earned Value
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Baseline displayed in height grey bar by default
Only displayed in some views

Easy to turn on via Gantt wizard or Right-Click | Bar Styles
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Baselines Contents
A Baseline saves each tasks Cost, Duration, Finish, Start, Work Initial save Entire project, Subsequent saves Selected tasks Selected tasks save only modifies Summary Tasks if option selected
Can be cleared Tools | Tracking | Clear Baseline | Specific baseline
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Interim plans save only task start and finish dates MSPJ provides The Baseline plus 10 numbered baselines and 10 numbered Start/ Finish An old baseline can be preserved A baseline can be copied (before being amended or overwritten) EV works against any baseline selected
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Displaying Baselines
Display with Tracking Gantt and Baseline Table Baseline table allows edit of baseline data
Baselines probably shouldnt be edited!
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Multiple Baselines View shows baseline, baseline-1 and -2

You have to create your own view to show -3 through -10
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Contents: Adding Risk To The Baseline

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Accommodating Risk In The Base-Line

Baselines require inclusion of responses to threat and opportunity Responses in the baseline must address risk event and risk outcome Responses to the event are in Plan-A
Tasks identified and selected to be taken belong in the WBS All tasks in the committed WBS are scheduled
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Contingencies are in Plan-B

Tasks identified, not yet selected Selection is contingent on some triggering event becoming certain Even contingent actions must be within cost and schedule baseline to be available to the project manager and sponsor
Unselected, unbudgeted, unallocated, uncommitted responses are only in the risk register
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Handling Risk
Plan-A baseline includes actions (from WBS) to address probability of events Plan-B actions to react to events
In the baseline after best and before worst deliver date and max budget
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Proactive actions to make threat less likely to happen (or impact less significant)
Contingent actions to make threat impact less painful Total costs include provisions for threat & opportunity responses
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Tracking Risk Status

Project tracked as normal until threat is removed or irrelevant or event occurs
Work interrupted Contingent response now actioned (IE reschedule threat response)
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If threat occurs stop preventative measures Start recovery action: Now! Perhaps snap-shot an additional baseline? Original baseline now baseline-1
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Project After Risk Responses

When recovery actions are complete resume normal project actions If recovery quicker and cheaper than expected (EG not needed) project EAC drops Risk response can be in a single buffer Should reflect EMV of all threats & opportunities (!) Could be negative!! Response task can be relocated (see next slide) Will be re-linked if auto-linking is set on
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Budget At Completion Reduced (in this case)
EAC = Estimate at Completion
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Reschedule Contingent Task

Alternatively drag contingent task between tasks interrupted and following on in the Gantt Where automatic linking is enabled
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MSPJs Inclusion of Risk

MSPJ has rudimentary PERT analysis Accessed via PERT toolbar
MSPJ adds 3 columns (Optimistic, Expected, Pessimistic) and uses a macro that PARTIALLY understands 3Pt. Results stored in Start/ Finish 1, 2 & 3 Views to show results also unsatisfactory although can be extended
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Not worth using Use Excel (details later) or a proper Monte Carlo Add-in
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Monte-Carlo Add-Ins
Several third parties sell comprehensive Monte-Carlo tools Installed as .DLL libraries, macros and new menus/ buttons/ views
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Set-up The Simulation

General use first sets up the project as usual
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Assign each task optimistic, pessimistic and expected durations Assign each task a probability density function aka distribution Select tasks to report for ( Could be all )
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Random Selection of a 3PE Value

Pick value for each activity, weighted to activitys distribution Take probability of each value into account in value selection
Probability
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Split area under curve into 100 equal segments Randomly pick value from 1-100 Ensures outcome is weighted to activity distribution
Task X (16, 21, 32)
16
20 20 22
24 24
28
32 Weeks
Randomly pick box and translate value into weeks
Almost half of random values fall into 19-23 weeks. 5% in Wk 28-32

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Run Simulation
Each task is assigned a random duration within its distribution Critical path analysis performed Dates recorded Process repeats Final result includes two distribution curves Project duration and cost
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Analyse Results
Analysis includes Sensitivity of project end-date to task duration % time a task appears on the critical path Et.al.
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Adding Uncertainties
7 14 14 18 18 26 D 4,7,11 8 15 7 10 E 3,3,4 14 17 G 4,4,4 15 19 17 27 J 7,8,10 19 27 27 29
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0 A 1,4,6 0
1 4 6
1 4 6
4 1 4 6
3 6 8 6 7 9 8 10 12 B 2,3,6 5 8 5 8 10 6 9 11 8 11 13 C 4,5,7 4 9
H 8,10,15 17 27
L 2,2,2 27 29
5 8 10 11 13 15 14 16 18 16 17 16 6 9 11 12 14 16 15 16 19 18 19 19 8 11 13 14 16 18 18 19 21 20 21 23 F 6,8,10 9 17 I 2,3,3 19 22
25 K 4,5,6 22 27
Project expected Project sd
= ( e1 + e2 + e3 + e4.
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= (sd1**2 + sd2**2 + sd3**2 + sd4**2 + )
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Using A Spread Sheet To Assess Contingency

Critical path tasks benefit from schedule protection All tasks benefit from budget protection Steps Schedule in MSPJ Calculate in XL Add schedule buffer(s) to MSPJ
Task Best ML Worst e SD CP Float SD*SD Schedule Protection
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A B C D E F G H I J K L
1.00 2.00 4.00 4.00 3.00 6.00 4.00 8.00 2.00 7.00 4.00 2.00
4.00 3.00 5.00 7.00 3.00 8.00 4.00 10.00 3.00 8.00 5.00 2.00
6.00 6.00 7.00 11.00 4.00 10.00 4.00 15.00 3.00 10.00 6.00 2.00
3.83 3.33 5.17 7.17 3.17 8.00 4.00 10.5 2.83 8.17 5.00 2.00
E=63.17 CP=29.5
0.83 0.67 0.50 1.17 0.17 0.67 1.17 0.17 0.50 0.33 0.00
1.00 1.00 1.00 1.00 7.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00
Effort & CP protection
0.69 0.44 0.25 1.36 0.03 0.44 1.36 0.03 0.25 0.11 0.00 2.23
0.69 0.25
0.44 1.36
0.00 1.66
Length of CP & Total Effort
Can easily be semi-automated: We will see how later

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Showing Schedule Contingency

Pros and Cons of Pros and Cons of showing contingency showing contingency explicitly? explicitly?
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D 4,7,11
G 4,4,4
J 7,8,10
A 1,4,6
B 2,3,6
E 3,3,4
H 8,10,15
L 2,2,2
Contingency 1.66
C 4,5,7
F 6,8,10
I 2,3,3
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K 4,5,6
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Summary
Balancing work and resources requires Tuning resource assignments (and task dependencies) Requires visibility of Critical Path for decision making Initial assessment of time-phased assignments often needs levelling Desire for efficient resource usage often drives need to smooth Usage views are best for detailed smoothing and levelling Work in scope must include responses to threat and opportunity Use an Add-In tool or a spreadsheet to calculate allowances Results of Risk assessment and resource balancing determines schedule and cash-flow When ready for execution save a baseline
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Case-Study: Levelling Resource Assignments 1/2
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Assigning resources established a best case schedule What we hope for isnt possible
We must level resource assignments to allow for: Peoples holidays, Sub-contractors availability dates and Managements resource allocations
Starting where the last part left off

You can use Case 3.3 CorrectAssignments if you wish ( Open as Copy? )
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Case-Study: Levelling Resource Assignments 2/2

Update the resources for their availability Only 2 Optical Engineers (Eng-O) available in weeks 7-9 No Sub Contractor till week 18 (then only 1) Limit of 3 Tech-Is and none in weeks 29 & 30
Recall View | Resource Sheet, Resource Information | General | Resource Availability To translate week numbers to dates Display Timeline in weeks and float cursor over required weeks May help to split the screen with Resource Sheet above and Resource Graph below
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You may want to save results when resource constraints have been applied In order to try manual and automated leveling on your project file
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Case-Study: Eng-O Resource Limits

Resolving allocations requires rescheduling tasks The project has only two Optical Engineers (Eng-O) in wk 7-9 Resource profile before noting availability Case-3.3
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Resource profile after noting availability

Partial answer : Case-4.1 Ready to level
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Case-Study: S-C and Tech-I Resource Limits

Resolving allocations requires rescheduling tasks No Sub Contractor till week 18 Only 3 Instrument Technicians (Tech-I) in total
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Case-Study: Resolving Over-Allocations 1/2

Use Resource Management toolbar and Resource Usage sheet to resolve overallocations
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Before levelling Case-4.1 Ready to Level Save when done and try again using automated levelling
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Case-Study: Resolving Over-Allocations 2/2

After over allocations are resolved some task dates are right-shifted
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After levelling Case-4.2 AutoLevelled

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Case-Study: Levelled, Ready to Base-Line
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If you are interested in instructor led training we would be pleased to discuss requirements
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Lesson 7
Lesson 7: Tracking Progress And Amending Assignments
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Objectives
Set calculation and other options in preparation to track versus the baseline Decide whether to track with durations or work and at what level Track status and adjust the un-executed portion of the plan for revised intentions Track with %Complete, or with task dates or time-phased Actual Work Track costs via resource usage (Or disable calculations & track manually) Revisit the effects of Task-Type and Effort-Driven on tracking Using filters and manipulating the plan EG to replace resources part way through a project Reporting, Displaying project status and extract (and importing) information Assess variances Analyse the project using Earned Value Analysis Using DDE* to link to other programs such as Excel Track the Case-Study through its first 7 months
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* Dynamic Data Exchange
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Development
Proj Projec ect t

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Contents: Preparing To Track

Preparing to Track and Tracking Calculation Options High level tracking Low level tracking Tracking Costs Status, Filters and amending the plans contents Using Earned Value MSPJ capabilities for data reporting, exporting and exchanging
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Preparing to Track
Tracking requires a status date Today by default Project | Project Information | Status Date
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Decision about what level to track at Project progress level or at Task level or at Assignments level Time-phased assignment level is most detailed Tracking also requires set-up of tracking defaults Entering data causes instantaneous recalculation of schedule and cost You can make re-calculation manual Tools | Options | Calculation | Mode: Manual
Then use Shift+F9 to calculate the project (F9 for all open projects) Other defaults to be set in Tools | Options | Calculation
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Tools | Options | Calculation

Cost calculations and how work done ahead of baseline or behind base-line is rescheduled
MSPJ will move tasks around status date for work done out of schedule %Complete spread over whole duration or only up to status date MSPJ Calculates ALL actual variable costs or you do
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Dates adjusted to reflect start/ finish base on tracking
Status tracked as 50% on dates, even in future

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See Effects of Calculate Options.mpp
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High-Level Versus Low-Level Tracking
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MSPJs flexible tracking options have different strengths and weaknesses High-level project and task tracking is quick but lacks granularity
Update entire project to record progress to plan! Or track dates and durations on selected tasks or assignments Or track work done and to go on selected tasks or assignments
Lowest-level tracking
Set time-phased assignment actual and remaining work
Level of tracking can be Summary task, Task, Assignment or Time-phased assignment Tasks (assignments) can be tracked at different levels of detail
Even at different tracking times
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Project Guide Set-Up Tracking Wizard

Project guide contains useful tracking views View | Toolbars | Project Guide (or Right-Click toolbar background) Track Prepare Tasks dont have to have been resourced on entry, BUT
Only resourced tasks have Work
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But you are better off knowing how to configure the views yourself
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Centralised or Distributed Data-Entry

Project Server and Web Access allow team members to submit timesheet data Integrated into plans for approval and then locked Limited capability via eMail (MAPI) also useful
Has to be downloaded from Microsoft Office Web-site
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Collected information may be entered centrally Not really an administrative function due to MSPJs complexity and need to revise assignments and allocations
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Information To Track
Data entered can be time based or work based Time/ Duration tracking uses: % Complete (of duration), Actual and remaining duration Actual Start/ Finish Start requires a %age while Finish = 100% Work based tracking uses: Actual work complete and remaining % Work Complete
Independently track Physical % Complete for EV
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Time-phased work complete
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Amounts Are Recalculated & Tasks Rescheduled
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Any data tracked (and planned) at a higher level (EG Task) is spread across lower levels (EG Assigned Resources) Data entered at lower levels (EG Time-phased assignment) is aggregated % Complete is spread across task duration OR spread up-to status date Tools | Options | Calculate | Edits to total task % complete will be spread to the status date Remaining work subject to Task-Type and Work, Resource, Duration rules By default tracking with %complete (of duration) calculates actual cost and work Recalculates remaining cost and work To manually enter actual and remaining cost and work Clear Tools | Options | Calculation | Updating task status updates resource status Often useful for control of what actually happened rather than was planned
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Task-Type Rules Apply To Tracking
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A 1d duration, 8hrs work task has 12hrs left after 6hrs effort
Results reflected in Percentages and Units and Durations
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See Mixed task Type Assignments UnBL.mpp
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Preparing to Track
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Turn on the Tracking Tool-Bar if tracking at task level % buttons assume to plan Select table tracking, show baseline and show progress lines
By default a grey line is drawn at Current Date Useful to set a Progress Line at Status date
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Tracking Choices Crude: Project Level
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All to plan? Then let MSPJ update whole project as scheduled! Perhaps unlikely! Options for Update Project allow tracking using 0% 100% or time-based %-complete Tasks not completed can be re-scheduled after a defined date
Applies a global right-shift (to selected items) but not if Must {Start, Finish}
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Tracking At Task Level With Durations

Enter Actual-Duration and or Remaining-Duration and or Start-Date Finish-Date
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Suits plans created without resource assignments Tracking Work is possible where the plan was created with resource assignments
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NOTE: MSPJ changes Current to match Actual when tracked. (Variances are only calculated against Baseline) MSPJ also calculates %complete from Dates
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Tracking Tasks: Actual Start & Finish Dates

Set a tasks Actual Start and a %Complete Actual Finish sets % Complete to 100% Suits tasks NOT planned with resources Current Start (or Finish) Date really means Expected Original (previous) can be saved into a Baseline Variances are calculated as Expected Baseline Future Current shows affect of progress to date
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Task has Actual S & Current Finish Task has Current S&F
Task has Actual S & F

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Tracking Task Work
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Display Task Usage or Tracking Gantt Table Work, Columns Actual and Remaining and % W Comp. When Actual is entered Remaining and % W Comp. are recalculated
The value entered can be % W Comp. Recalculation can be disabled by unchecking Tools | Options | Calculation-Tab | Updating task status updates resource status
Work entered at task-level is spread across assigned resources & spread across task duration or to status date Work entered at Summary Task level is spread across included tasks
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Tracking Choices: Using Percentages
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Update of percentage can be at task or assignment level For task View | More Views | Gantt Chart then View | Tables | Work (or Tracking) Use the Tracking toolbar Or Task Information then enter Percent Complete
Percent Complete is percent of Duration
Progress shown on standard or Tracking Gantt Tools | Options | Calculation | Spread evenly or to status date
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Tracking Percentages For Assignments

Tracking percentage via the assignments is a more detailed approach than percent duration of tasks % Work Complete (as opposed to % Complete [ of duration ] ) View | {Task,Resource} Usage and select an assignment
The resource row for a task or task row for a resource
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Which sheet to use reflects how status data is collected by {Task | Person} Double-Click or select and click Assignment Information | Tracking Enter % Work Complete by the specific resource on this task
Work is spread
Always set Project | Project Information | Status Date for the update date
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Tracking Assignment Work Done and Remaining

Tracking work can be applied at whole assignment level or time-phased Display View | {Task, Resource} Usage For whole assignment enter data to the tables columns or double-click and enter to the Assignment Information
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The spreadsheet portion of the view gives control at time-phased level

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Tracking Assignment Work
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Work entered at assignment-level is Spread across the tasks time-phasing (Duration or to status date) Aggregated upwards for task reporting Display Task Usage | Table Work, Columns Actual and Remaining Enter any of Actual and Remaining and % W Comp. Recalculation of % W Comp. (or other values) is applied
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Tracking Assignment Work: Time-Phased
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Data tracked as time-phased entries gives most control Project Web Access shares burden with team when submitting time-sheets
Set granularity by zooming (or editing time-scales)
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Work Translates Into Duration
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How tracking actual results affects what is remaining depends on Task-Type Progress ahead of expectation reduces future work-load FW task with extra work done on day 2 Duration reduced on Day 4
Task-Type set to Fixed Work
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Task-Type set to Fixed Duration
Work Hours Recalculated
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FD task with extra work done on day 2 Day 3 & 4 work-load reduced evenly
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Recap: Tracking Actual Work At Assignment Level 1/5

Aggregated to 9hrs at assignment 9hr also then aggregated upwards into tasks 29
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Hours recorded at resource level are spread over the assignment Aggregates to summary level 3, 3 and 3hrs entered at time-phase assignment level:
14hrs entered at assignment level: Spread across time-phase Aggregated upwards
14 + 6 + 9 = 29 14 becomes 8 and 6
Progress by R3 15hrs below expectations ( FW )

Duration and work now extends into next week compared to baseline
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Recap: Tracking Assignment Actual Work 2/5

Project status updates after each entry (by default) Usage sheets (Task or Resource) give finest control Progress tracking at task &complete level often sufficient EV best tracked with Physical % Complete
Task-1 completed in a day & recorded use of 8hrs overtime Task-2 instantly rescheduled to old baseline values (not shown!) Task-2 tracked as performed to revised baseline Task-3 tracked to revised schedule for days 1 & 2 and completed in overtime on day 3 Previous critical slippage removed Task-5 no-longer critical path
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Schedule before Schedule before tracking starts tracking starts

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Progress Line, Task-4 and Task-5 no Progress Line, Task-4 and Task-5 no work tracked although some is due work tracked although some is due
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Task-1 completed in a day & recorded use of 8hrs overtime Task-2 instantly rescheduled to old baseline values (not shown!)
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Task-2 tracked as performed to revised baseline

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Task-3 tracked to revised schedule for days 1 & 2 and completed in overtime on day 3 Previous critical slippage removed Task-5 no-longer critical path

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Contents: Tracking Costs

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Accounting
Determine cost to the organisation of project activities Best if drawn from finance system
PM often has to record data themselves
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Record staff-time from time-recording systems Record materials and stores used Other direct expenses EG travel, subsistence, consultancy, sub-contractors, legal fees If booking systems are not used honestly then all reporting and future estimating is compromised NEVER disincentives the accurate recording of task hours and materials Even if the news is unwelcome
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Tracking Costs
Task + Resource = Assignment Assignment * Rates = Cost ( Time-phased costs = cash-flow and cumulative costs ) By default costs are calculated from resources used Turned off by Tools | Options | Calculation-Tab | Actual Costs Are Always calculated. Costs can now be manually entered Entered costs are spread across task duration or to status date If MSPJ is calculating variable costs then cost entry is restricted Costs can be edited on completed task Task costs entered via View | Task Usage, View | table | Cost Assignment costs entered via Format | Details | Actual Cost (or Right-Click)
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Cost Entry
If MSPJ calculates costs then Fixed costs can be entered for a task (not assignments) ONLY when the task is complete can Act(ual). Cost be edited
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When costs are manually entered time-phased cells allow entry Entered costs are aggregated upwards
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Cost Fields
Tracking cost actually incurred may require turning MSPJ calculation off Alternatively define a material cost of Currency to assign to tasks All costs should be track-able via the resource units actually used See Help | Table Of Contents | Reference | Field reference | Currency Fields | Actual Cost Fields | Actual Cost (Task Field) Edits to Total Cost Will be Spread
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Contents: Status and Filters

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Purpose Of Tracking Is To Displaying Status

Tracking information can be displayed in many ways Useful for diagnosis during progress tracking Project status can be displayed as icons or text as assessed by MSPJ Variance to baseline shown graphically in Gantt-Charts Financial and resource variances are harder to detect Use Earned Value ( more shortly ) Status is basis for adaptive, perfective or corrective actions
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Achievement Minus Baseline = Variance

Baseline Internal and External Change = Impact analysis MSPJ says Planned Information = Current baseline Actual = Historically what has happened Scheduled = Actual plus Planned Variance = Scheduled minus Planned MSPJ Signs variances the OPPOSITE way around from EV !
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Remarks
If the cost variance is negative, the cost for the assignment is currently under the budgeted, or baseline, amount. If the cost variance is positive, the cost for the assignment is currently over budget. sic
-ve variance on early completion
Default Gantt Variance Table solely dates Note: Variances in working days
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Project | Project Information | Statistics

Project status is shown in Project | Project Information | Statistics or Tracking Toolbar | Statistics
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Also the Project Summary task Tools | Options | View-Tab | Show Project Sum
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Filters Display Only a Subset

Primary place to monitor schedule must be the critical path Some filters are useful in planning, some in tracking
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Tools | Tracking | Progress Line

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Using Filters: Replacing A Resource

Imagine: Bill is part way through some work when urgently reassigned Mary is to replace Bill Filter for incomplete tasks Select all and Assign | Replace | Mary
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This slide in animated in PowerPoint to illustrate the sequence of steps See Replace Resources.mpp
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Contents: Using Earned Value In MSPJ

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Using Earned Value
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EV only requires you have a project baseline with resource assignments and track actual progress Meaningful results possible using Physical % Complete to determine BCWP
BCWS is based on Status Date (or today by default) ACWP calculated from task fixed costs and resource consumption
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MSPJ Calculations of BCWP

MSPJ determines BCWP from %Complete and Status date
%C = 75%, BCWP =120 BCWS = 160 Because Status date = 5th Jan %C = 0%, BCWP =0 BCWS = 80 Because Status date = 5th Jan %C = 50%, BCWP =0 BCWP Because Status date = 5th Jan !
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%C = 50%, BCWP =80 BCWS=0 BCWS from date & BCWP from EV method
May also be necessary to use manual cost calculations to get correct ACWP
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How do we Earn Value?

Physical % Complete also allows use of EV Types Plan how we earn value for each activity 0-100, 50-50 (or 25-75, 75-25, etc) Percent complete, Weighted milestones
Percent complete with milestones
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Apportioned effort and Level of effort (LOE) Value is earned using the same method as was planned! Global default Tools | Options | Calculation
Task setting on Task Information dialogue

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Earned Value Fields

EV in MSPJ doesnt require any extra work its free! Set up the costed assignments Save a baseline Track the results MSPJ generates EV whenever the above is done ! EV Calculated against any baseline Tools | Options | Calculation | Earned Value | Baseline
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Neasden By-Pass
We are Road Builders Ltd. Our latest project will resurface 100 lane-miles of roadway around Neasden We are scheduled to resurface 10miles per month Road costs 1k per mile to resurface There are no setup costs
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We planned to have completed 10k of the budgeted work We planned to have laid 10 miles of road, irrespective of what it actually cost to do it
Neasden By-Pass: Status Summary Months 1 through 5

Plan
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Weve spent 8k
Actual Cost of Work Performed (ACWP) In Period
Status
Budgeted Cost of Work Performed (BCWP) In Period Cumulative
Budgeted Cost of Work Scheduled (BCWS)
Project Month 1 Month 2 Month 3 Month 4 Month 5 etc
Cumulative
Cumulative
10 miles 10k 20 miles 20k 30k 40k
8k 12k 8k 19k 13k
8k 20k 28k 47k
6 miles 8 miles
6k 14k
We have completed 6k of the 7 miles 21k planned work We have actually done 6 miles
10 miles 31k
6 miles completed of 10 miles 50k 60% of scheduled progress
8k paid 6 miles done 40k 60k 9 miles 130% of budgeted cost
We planned to have done 10 miles of road, but weve We planned to have done 10 miles of road, but weve actually laid 6 miles, and its cost us 8k to do it actually laid 6 miles, and its cost us 8k to do it
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EV Summary Months 1 through 5

10
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Under achieve
Month 1: Work done 6miles, Costs incurred 8k: ? 5

BAC
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Overspend
Current Status?
Cost Variance At Cost Variance At Completion Completion (if systematic) (if systematic)
0 90
80 70
Spent ! ACWP50
40 30 20 10
60
BCWS or Plan (PMB) Time Variance At Time Variance At Completion Completion (if systematic) (if systematic)
Achieved BCWP
0 1
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Practice Worksheet: Duplicate the Project Status Reporting

Plan BCWS Project Mth 1 Mth 2 Mth 3 Mth 4 Mth 5 Mth 6 Mth 7 Mth 8 Mth 9 Mth 10 Mth 11 Mth 12 Mth 13 10k 20k 30k 40k 50k 60k 70k 80k 90k 100k 100k 100k 100k 8k 20k 28k 47k 60k 72k 84k 95k 106k 117k 128k 140k 143k 6k 14k 21k 31k 40k 51k 58k 67k 78k 82k 94k 100k 100k -2k -6k -7 -16 -20 -21 -26 -28 -28 -35 -34 -40 -43 0.75 0.7 0.75 0.66 0.67 0.71 0.69 0.71 0.74 0.70 0.73 0.71 0.70 -33% -43% -33% -52% -50% -41% -45% -42% -36% -43% -36% -40% -43% -4k -6k -9 -9 -10 -9 -12 -13 -12 -18 -6 0 0 0.6 0.7 0.7 0.78 0.80 0.85 0.83 0.84 0.87 0.82 0.94 1.00 1.00 -40% -30% -30% -23% -20% -15% -17% -16% -13% -18% -6% 0 0 Status ACWP BCWP CV CPI Performance Indicators CV% SV SPI SV% EAC1 (CPI) 133.3k 142.86 133.33 151.61 150.00 141.18 144.83 141.79 135.9 142.68 136.17 140.00 143.00 Forecast CPI* SPI 0.45 0.49 0.53 0.51 0.53 0.60 0.57 0.59 0.64 0.57 0.69 0.71 0.70 EAC2 (CS) 216.9k 195.51 178.48 181.98 172.5 153.38 157.41 150.87 140.50 148.32 136.69 140.00 143.00 TCPI 1.02 1.08 1.10 1.30 1.50 1.75 2.63 6.60 NA NA NA NA NA
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BAC (Budget at Completion) = 100k
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Neasden By-Pass in MSPJ

To track the work in MSPJ requires determining how to set-up the project Regular progress expected per month So a month is constant number of days: 4 weeks rather than Jan, Feb, Each month could be a separate task or the project could be one big task Resource consumed could be Miles of Road or labour units Duration is 10mths * 4 Weeks * 5 days = 200 work days 200d at 8 Std. hrs/ day = 1,600 work units 100,000/200d = 500/d 500 at 8 Std. hrs/ day = 62.50 / work unit IE Actual Cost of 8,000 = Actual Work of 128hrs
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Monthly Road Data Needs To Be Entered as Raw Hours

Project Tracking Periods Start Date Mth 1 Mth 2 Mth 3 Mth 4 Mth 5 Mth 6 Mth 7 Mth 8 Mth 9 Mth 10 Mth 11 Mth 12 Mth 13
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Status Cost 8k 12k 8k 19k 13k 12k 12k 11k 11k 11k 11k 12k 3k Cost in Hours 128 192 128 304 208 192 192 176 176 176 176 192 48 Achieved Miles = % 6% 8% 7% 10 % 9% 11 % 7% 9% 11 % 4% 12 % 6% 0%
End Date 26.01.07 23.02.07 23.03 20.04 18.05 15.06 13.07 10.08 07.09 05.10 02.11 30.11
01.01.07 29.01 26.02 26.03 23.04 21.05 18.06 16.07 13.08 10.09 08.10 05.11 03.12
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EV Solution-1: One Task Approach

Set project start date For convenience start project on 1st Jan 2007 Define a 200d task & Set to be Fixed Work Define a 500/day resource Assign to task and allow MSPJ to calculate Cost (100k) and Work (1,600hr) Set tracking defaults Set Update task updates Resources: OFF
Remaining Work and %Complete can be entered in a way that reflects progress without SPI and CPI being equal to 1 !
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Leave cost calculations set to Auto EV can be based on %Complete, May wish to set Decimal Places=0 (just for narrower columns!)
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EV Solution-1: Project Statistics

Save baseline Perhaps split screen with Tracking Gantt and EV Table in top half Display Task Usage & select fields of interest Actual Work and % Complete Set timescale conveniently (EG to every 4 weeks) Set status date according to progress data & track Actual Work and %Complete Track progress each month upto but not including month 10
Tracked m10 at a weekly level otherwise MSPJs creates 2 weeks task delay Track months 11 and 12
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Status date can be set beyond project finish date before tracking any data
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EV Solution-1: 1,600hrs Start Point

Track hours spent to determine ACWP, and %Complete for BCWP
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EV Solution-1: Tracked to Month 5
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EV Solution-1: Tracked to Month 10

We should have finished but have not
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EV Solution-1: Tracked to Completion

Project now completed
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EV Solution-2: Ten Tasks Reality of Progress Reports

If the project is set-up as 10 tasks of 10 miles each then progress reports: Month-1 Done 6 miles of section 1 at cost of 8,000 for 20 days
IE Achieved 6 miles (96 units of result) at a cost of 8 miles (128 units labour)
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M2 Finished section 1 and done 4 miles of S2

Both of which cost of 96 units labour each so Secion-1s costs are 6 miles at 16 units / mile and 4 miles at 24 units / mile
M3 Finished S2s overdue 6m and laid 1m of S3 for cost of 128 labour M4 Laid 9m of s3 and 1m of S4 for a cost of 304 units of labour IE Cost per 10 miles is made-up of monthly costs at different efficiencies The EV table given does not reflects our raw data needs (or how it would arrive in reality)
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EV Solution-2: Task per 10 miles

10 tasks each to resurface a Section of 10miles of road in 20days Set project start and status date, Project view, Timescale, Decimal places and Update %Complete doesnt update resources Baseline the plan Track Month-1 miles and costs to section 1 Track month 2 miles and costs to finish Section-1 late and start Section-2 Track month 8 miles and costs to finish Section-6 (2m) and apply 7m to Section-7 Track month 12 miles to complete Section-10
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Monthly Data Needs To Be Entered as Raw Hours

Tracking Periods Start Date Project Mth 1 Mth 2 Mth 3 Mth 4 Mth 5 Mth 6 Mth 7 Mth 8 Mth 9 Mth 10 Mth 11 Mth 12 Mth 13 01.01.07 29.01 26.02 26.03 23.04 21.05 18.06 16.07 13.08 10.09 08.10 05.11 03.12 26.01.07 23.02.07 23.03 20.04 18.05 15.06 13.07 10.08 07.09 05.10 02.11 30.11 8k 12k 8k 19k 13k 12k 12k 11k 11k 11k 11k 12k 3k
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Status Cost Cost in Hours 128 192 128 304 208 192 192 176 176 176 176 192 48 Achieved 6% 8% 7% 10 % 9% 11 % 7% 9% 11 % 4% 12 % 6% 0% 0 M1 = 4 (M2 = 4) M2 = 6 (M3 = 1) M3 = 9 (M4 = 1) M4 = 9 (M5 = 0) M5 = 10 (M6 = 1) M6 = 7 (M7 = 0) M6 = 2 & M7 = 7 (M8 = 0) M7 = 3 & M8 = 8 (M9 = 0) M8 = 2 & M9 = 2 (M10 = 0) M9 = 8 & M10 = 4 M10 = 6 Previous Months Miles Done
End Date
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EV Solution-2: Railways Analysis

Each months miles cost some amount Each months miles (except the first) partially applied to previous months
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EV Solution-2: Neasden Tracking Status

128hrs month 1 effort cost 8k, 96hrs (6k) of month 2 effort used on miles 1-10
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Month 1 delivered 128hrs effort on miles 1-10 but only achieved 60% of target
Month 2 effort spent on month 1 Now 100% complete 60% + 40% Month 2 effort spent on month 2
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EV Solution-2: Neasden Month 3

109.7hrs of month 3s 128hrs effort spent on miles 11-20 at cost of 6,856
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Month 2 effort spent on month 2 task, Miles 11-20 As seen on last slide
Month 3 effort spent on miles11-20 Now 100% complete 40% + 60% Month 3 effort spent on month 3 task miles 21-30
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EV Solution-2: Neasden By-Pass Status Month 6

Project summary task figures show aggregate status (here at end of month 6)
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Peoples EV Performance
MSPJ provides EV by resource! View Resource Sheet | View Table | More Tables | Earned value Scary prospect!!
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EV isn't in the view menu by default but easy to include View Table | More Tables | Earned Value | Edit Default EV Table isnt the set of columns Id choose but easy to create a new table and save to Global.mpt
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Contents: Reporting
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MSPJ Has Many Reports

MSPJ has many reports 2
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The Reporting Tools Choices !

Custom reports includes some not on the menu And Save As Web page!
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Reporting Through Views

(Some) Views can be used as reports EG this is the Gantt View with EV Table
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Exporting (and Importing) Data

Wide range of options to pass data to other file format Data can be exchanged dynamically too!
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Also export in XML, save a web-page and more

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Dynamic Data Exchange: Linking Excel And MSPJ

Create the spreadsheet EG 3ptEstimates.xls Create an MSPJ file Enter tasks Copy-n-paste Names to XL
(Paste or paste-special)
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Enter estimating data Copy and paste special from XL to MSPJ
This is a poor example! Should estimate WORK and leave MSPJ to schedule!!
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See 3pt Estimates.xls and by now you should be able to create the .mpp!
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Summary
Once the baseline is defined and staff are executing the projects work Gather data of actual work and enter to MSPJ Correct setting of calculation options and tracking level are material Track {Resource, Task} usage reflects data gathering choice Once entered data can be reported, summarised and exported in many ways
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Time to apply it all to the Case-Study
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To implement EV the key factor is understanding how to judge done or percent complete: LML can help
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Lesson 8
Lesson 8: Tracking The Case-Study
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Case-Study-Intro: EV Analysis and Reporting

Objective: To track changes to the project and report EV for analysis Analyse the projects evolving status using EV figures Steps Establish the project baseline Set status date, read the scenario and apply the progress reported Unless told otherwise all tasks started and completed as planned (duration, resource usage, cost) or as soon as possible following delays
Remember constraints such as no Tech-Is in weeks 29 and 30 Remember that tasks have levelling delay that may become irrelevant due to progress based changes
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Progress reports and project office information is provided in the following pages Assess the information given Track the project
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Case-Study: Teams Report of History

Management wishes to review the historical data, current position, forecasts and recommendations on 4 weekly intervals MSPJ will give you the raw task level data and the BCWP, ACWP, SV, CV, SV%, CV%, CPI, SPI, TCPI, and EAC of anything you care to configure Project overall status recorded against the project summary task Some activities can use %Complete but 0-100, 50/50, MS and MS-PC will have to use Physical % Complete (which only resolves to whole % points in MSPJ) MS-PC tasks on the way to a MS may use %C until they miss a MS Assume that all % complete tasks proceed at an even rate Reschedule the project and re-resource to accommodate the best end date & cost as each periods progress data is assessed
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Case-Study: EV Types *
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W3 (w8 etc) means after the tasks 3rd (8th) week EV is capped at this level unless the accompanying review is passed. Task end = 100%
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* EV Types are the rule that is applied to recognising what value has been earned where percent complete is too dangerous See materials on the Web-Site for details if your unfamiliar with this aspect of EV
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Case-Study: EV Types 2/2
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W2 (w6 etc) is the week the review is expected to be held. Only the EV of the most recently passed review can be claimed (0% at start, 1005 at finish)
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Case Study: Baseline Before Period-1 Results
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1-4
5-8
9-12
13-16
17-20
21-24
25-28
29-32
33-36
37-40
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EV And Percentages By Task-Week 1/4

Red divisions and numbers indicate project weeks and baseline reporting period boundaries Figures are for tasks that perform to base-line
1-4
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OD 2Wk ahead MSPJ 75% = 31,658
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5-8
9-12
13-16
17-20 29-32
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OD If to plan then TaskWk 1: BCWS = 3363.30, ACWP = 3363.30, BCWP = 3363.30 TWk 2: BCWS = 6726.60, ACWP = 6726.60 BCWP = 6726.60 TWk 3: BCWS = 10089.90, ACWP = 10089.90 BCWP = ? Have we passed the MS ? If NO BCWP = 10089.90, yes = 10552.50 (25%)
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MSPJ 42% = 20,165 MSPJ 65% = 20,277 MSPJ 70% = 33,608
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Starts 2Wk early
1-4
5-8
9-12 25-28
1-4
5-8
9-12
13-16 25-28
25-28 29-32
TaskWk 1: BCWS = 3363.30, ACWP = 3363.30, BCWP = 3363.30 TWk 2: BCWS = 6726.60, ACWP = 6726.60 BCWP = 6726.60 TWk 3: BCWS = 10089.90, ACWP = 10089.90 BCWP = ? Have we passed the MS ? If NO BCWP = 9,358.47 (20%), yes = 10089.90 (21.02%)
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1-4
5-8 ISD TWk 1: BCWS = 3363.3, TWk 2: BCWS = 6726.6, TWk 3: BCWS = 12,640.50, 29-32 ACWP = 3363.3, BCWP = 50% of15,191.10 ACWP = 6726.6, BCWP = 7,595.55 ACWP = 12,640.50, BCWP = 7595.55
9-12
29-32 1-4 5-8 9-12 ISFab TWk 1: BCWS = 3363.3, TWk 2: BCWS = 6726.6, TWk 3: BCWS = 10,089.90,
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ACWP = 3363.3, ACWP = 6726.6 ACWP = 10,089.90,
BCWP = 0 BCWP = 15% of 40,359.60 BCWP = 6,053.94
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17-20 25-28 33-36 33-36
37-40 41-44 41-44
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Case-Study-1: Progress Report Period 1 (Weeks 1 to 4) Pt1

All OK To plan so far Finance advise Tech-I actual costs will be 32/ hour when they start work Open your CaseStudy baseline (as copy? Or use Case5.2 Ready To Track.mpp) Set status date to fourth Friday EG 26/1/01 Show progress line at status date?
Check BCWS is 42,910
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Set Tech-I rate to 32 hr (125% overhead burden = 2,880/wk) from Tech-Is first scheduled week (hint: Resource Usage? & Resource Information | Costs | Cost Rate Table)
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Case-Study: Progress Report Period 1 (Weeks 1 to 4) Pt2

Set all relevant tasks to Physical % Complete (Refer to previous slides) OutD, LSPs, OT, ET, LGCI, ISABD, LISAT, FIC are all 0-100 ESI, LRST, LGP, ISD, ASS are all 50-50 or 25-75 ISFab is MS OD, FMD, ED, are all MS-PC so may stay %C for now LensFab, OA, FMP, EFab, LPCFab, XA, XR, LISST are %C Use Tools | Tracking | Update Project | Set 0% -100% Complete Note: Physical % Complete FMD 21.5% shown by MSPJ as 22% and 6,863 not 6,727 = 136, OD 15.94% vs 16% = 27, ED 14.01% = 5 BCWP should be = 43,937 if all non %C tasks are Physical % Complete BCWP should be = 43,779 if tasks that can be %C are
ISD P%C at 50/50 yield 869 variance so 43,779 is strictly the correct figure 869 variance in ISD from a 50-50% EV type is difference from 42,910
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Case-Study: Period-1 Tracked

Note FMD & ED set to %Complete
FMD & ED EV-Type = % Comp. 21.5% & 14.01%
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Tech-I Rate Variance
FMD & ED set to Phys % Complete
Phys % Comp. 22% & 14%
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Filtered for in progress
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Period 11(Weeks 11to 4): All OK To plan so far but company concerns about Period (Weeks to 4): All OK To plan so far but company concerns about Tech-I resignations mean finance have directed that Tech-I actual costs will be Tech-I resignations mean finance have directed that Tech-I actual costs will be 32/ hour when we start Tech-I tasks 32/ hour when we start Tech-I tasks
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Summary Tasks Inherit CPI/ SPI

Note summary tasks inherit summarised tasks performance With larger figures larger variance at completion is projected
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Task Usage With EV in Lower Pane Analyses Selection in Upper Pane

In this case the project summary task
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Task usage with EV table and EV cells selected by Format | Details
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Case-Study-2: Progress Period 2 (Wk 5-8):

Our Eng-O assigned to task #2 OD saved two weeks and the DrO resource was available to start early in week 7. OD therefore passed CDR (75% EV) in wk 8 Everything else ran to baseline
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Case-Study: Progress Period 2 (Wk 5-8):

Update Status Date (EG 23/2/01) Maybe start with Tools | Tracking | Update Project | To plan as a fast update Then select Task Usage and update OD Eng-O & DrO Actual Work (next slide)
Leave Update task updates resource ON so early DrO work reduces duration (or turn off & adjust by hand) Watch carefully for MSPJ to remove project wk (PjWk) 13 & 14 from task Set Eng-O Work in PjWk 9 & 10 to 0, Set DrO Actual Work in Pj-Wk 7 & 8 to 40
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Note LFab cannot start early due to SC availability

Change Levelling Delay or perhaps add a Start no Earlier constraint (Levelling delay is removed)
Perhaps try toggling Physical % Complete to %Complete on MS-PC tasks

Some tasks EG ED that are MS-PC, between milestones and on-track can use %Complete for a more precise calculation You may need to re-enter Physical % Complete values and use F9 to trigger changes
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Case-Study: Period-1 & 2 Tracking OD

After Period-1
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Default project tracking for Period-2
Adjusted for Period-2 progress report
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Period-2 Tracked With Phys %C
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Period 22(Wk 5-8): Our Eng-O assigned to task #2 OD saved two weeks by reusing parts of an Period (Wk 5-8): Our Eng-O assigned to task #2 OD saved two weeks by reusing parts of an older, proven design. OD therefore passed CDR (75% EV) in week 8. The DrO resource was older, proven design. OD therefore passed CDR (75% EV) in week 8. The DrO resource was available in week 77and so we are progressing well. However the Fab'rtn on #18 ISFab only passed available in week and so we are progressing well. However the Fab'rtn on #18 ISFab only passed SG1 with reservation and concerns about #17 ISD outputs SG1 with reservation and concerns about #17 ISD outputs
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Case-Study-3: Period 3 (Wks 9-12) Progress Report

Status Report OD finished Wk12 An Eng-O was needed on #18 ISFab in weeks 11 & 12 to correct issues, and SG-2 review will now be held week 13 EV remains 15% Everything else is to plan Try deciding how to track with out further instructions Instructions are given on following slides
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Case-Study: Period 3 (Wks 9-12) Tracking Instructions

Tracking: Start by setting the status date! (EG 23/3/01) Mark OD 100% Complete (Perhaps via Tracking Toolbar?) & Phys.%C Set FMD to be 100% Complete & P%C Track ED as scheduled
Previously given EV table shows ED is 70.05% Phys%C Note 25 variance between spreadsheet and MSPJs calculation
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Set LGP 100% Complete & P%C
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Case-Study: Period 3 (Wks 9-12) Tracking Instructions

Tracking Instructions continued Assign an Eng-O to ISFab
MSPJ will assume full time for full duration so correct MSPJs work calculation via Task-Usage (or Resource Usage) and restore Fabrtn Depts planned work
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Then track Fabrtn Dept. effort for weeks 9 to 12

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Period 33(Wk 9-12): OD finished Wk12. Fabrctn grumbles meant an Eng-O was used in weeks 11 & Period (Wk 9-12): OD finished Wk12. Fabrctn grumbles meant an Eng-O was used in weeks 11 & 12 to sort out ISFab, and planned SG-2 review will now be held week 13 EV remains 15% 12 to sort out ISFab, and planned SG-2 review will now be held week 13 EV remains 15%
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Case-Study-4: Progress Report Period-4 (wks13-16)

Status report When OD finished early we couldnt pass both weeks gained to LSPs, but were able to start 1 week earlier than planned
FMP was able to start 2 Wks early (at the Tech-Is increased rate of 2,880)
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ED finished week 16 Extra Eng-O on ISFab was reclaimed by their project first thing Monday week13 (i.e. no further actual cost) and then Fab'rtn Depts inspection team failed ISFab at delayed Stage Gate-2!
ISD must be redone (original resources & duration again!) to provide fit inputs Re-run of ISD is now half-way through and expected to finish week 18 ISFabs Fab'rtn resource has continued to book full-time to ISFab despite no progress possible until ISD completes. Completion now expected week 25 with resultant schedule impact to dependant activities
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Case-Study: Tracking Period-4 (wks13-16):

Tracking: Update Status Date ! Try before looking at hints on subsequent slides
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Case-Study: Tracking Period-4 (wks13-16):

Tracking Cont. Track 40hr of Eng-O effort for LSPs in week 14
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Early completion of OD and available Tech-I allows FMP to start Wk 13 ED Completes as Scheduled
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Case-Study: Tracking Period-4 ISFab Issues

Tracking continued ISD Restarts (EV drops back to 50%) with 3Wks Eng-O and 2Wks DrO ISFab work rescheduled and Fab'rtn time booked
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Case-Study: At Period-4 Part Tracked

Rescheduling of work has created over-allocations for the Tech-I Filtered for Tech-I
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Tech-I over-load may NOT be worth resolving this period
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Period 44(wk13-16): Only 1W gained by OD passed to LSPs, FMP started early, ED finished as scheduled Period (wk13-16): Only 1W gained by OD passed to LSPs, FMP started early, ED finished as scheduled ISFab failed at delayed SG-2! EV stays 15%. ISD must be redone; now half-way through &&expected to finish wk 18 ISFab failed at delayed SG-2! EV stays 15%. ISD must be redone; now half-way through expected to finish wk 18 SRAs Fab'rtn booking full-time to #18 ISFab despite no progress possible until ISD completes. ISFab now expected wk 25 SRAs Fab'rtn booking full-time to #18 ISFab despite no progress possible until ISD completes. ISFab now expected wk 25
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Case-Study-5: Progress Report Period-5 (Wks17-20)

Status LensFab started according to contracted dates (IE schedule advances in earlier work lost)
The S-C on LensFab has charged 5k/week rather than baseline 3k reporting poor input documents from us causing costs Their EV system reports BCWP of 6k (IE 20% of task BAC)
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Outlook is 75,000 at completion
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Case-Study: Period-5 Status Cont.

ISD re-run completed wk 18 Original Fab'rtn resource charged to ISFab for full period Fab'rtn Dept doubled resources (and costs) assigned to ISFab when ISD completed
Expected completion date still Wk 25 (Costs therefore escalating)
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Consider if you want to amend Fab'rtn units to 200% in Resource Information | General | Resource Availability ISFab SG-2 (50% Milestone) passed at second attempt on Friday week 20 Everything else (FMP and EFab) ran to revised plan
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Case-Study: Tracking
ISFab period-4: Expected end week 25 and 840hrs work
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ISFab period-5: Still 840hrs work but expected end date now in wk-22
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Case-Study: Period-5 EV Summary
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Filtered for BCWS > 0 IE Should have started by now
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Case-Study: Period-5 Cost & Schedule Overview
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Period 55(17-20): S-C charged 5k/wk not the baseline 3k for LensFab: Their EV system reports BCWP ==6k. ISD rePeriod (17-20): S-C charged 5k/wk not the baseline 3k for LensFab: Their EV system reports BCWP 6k. ISD rerun completed wk 18. Fab'rtn resource on ISFab raised to 22from start of wk 19 to speed ititup. SG-2 (50% Milestone) run completed wk 18. Fab'rtn resource on ISFab raised to from start of wk 19 to speed up. SG-2 (50% Milestone) was passed at second attempt on Friday week 20. FMP and EFab proceeded to plan was passed at second attempt on Friday week 20. FMP and EFab proceeded to plan
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Case-Study-6: Status Report Period-6 (Wks21-24)

Status LensFab continuing to cost 5k/wk: S-Cs EV system reports 14.1k BCWP
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Sub-con report they expect to conclude in week 32 Subsequent work assigned to the S-C ( Laser Positioning Controls Fabrication (LPCFab) ) will therefore be delayed due to resource constraints Subsequent Tech-I work on OA no longer spans weeks 29 and 30 however XA does now fall across wks 29 & 30 Despite doubled resources ISFab only passed SG-3 (80% EV) Friday week 23 and is now expected to finish wk 25 with 2 full-time Fabrtn Dept staff assigned
Tracking: First set Status Date (EG 15/6/01) Tech-I and SC over-allocations now need to be addressed Try to do tracking before looking at following slides
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Case-Study: Tracking Period-6 (Wks21-24):

Tracking LensFab Update as scheduled if you amended rate to 5k/wk otherwise track 4wks at 66.67 hrs
Ensure LensFab Phys%C and P%C reflect 14.1k of task-BAC Extend S-Cs assignment to week 32
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Deal with delay to, and Sub Contractor resourcing on LPCFab Hint-1 Split screen Gantt and Resource Graph & Filter tasks Hint-2 LPCFab already has 105d Levelling Delay from initial levelling Try making corrections before looking at next slide
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Case-Study: Period-6 S-C Issues

Dealing with the Sub contractors over-allocation on LPCFab The LPCFab task could be given 5 weeks extra Levelling Delay now 140 days
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Alternatively The S-Cs assignment to LPCFab can be delayed by 25 days (Or a dependency could be added between the two tasks)
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Case-Study: Period 6 Tech-I Allocation

Subsequent Tech-I work on OA no longer spans weeks 29 and 30 however XA does now fall across wks 29 & 30
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Edit the resource assignment or use the Split-task button and split-task cursor
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Case-Study: Period-6 Tech-I Allocation Alternate Layout

An alternate view layout to see and manage overallocations Tech-I Scheduled to XA now working wks 29 & 30 OA no longer requires split
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Drag a split or switch bottom pane to Task Usage to make edits

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Case-Study: Period 6 ISFab

Despite doubled resources ISFab only passed SG-3 (80% EV) Friday week 23 and is now expected to finish wk 25 with 2 full-time Fabrtn Dept staff assigned NOTE: Additional Fab'rtn resource 80hrs charged / Wk Set ISFab Phys %C to 80%
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FMP and EFab progressed as now planned

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Case-Study: Period-6 Schedule Summary
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Period 66(21-24): LensFab continuing to cost 5k/wk: SCs EV system reports 14.1k BCWP. Expected end-date Period (21-24): LensFab continuing to cost 5k/wk: SCs EV system reports 14.1k BCWP. Expected end-date isisweek 32. Subsequent S-C work (LCPFab) therefore delayed by resource constraints. Tech-I work on OA no longer week 32. Subsequent S-C work (LCPFab) therefore delayed by resource constraints. Tech-I work on OA no longer spans weeks 29 and 30 but XA does. ISFab passed SG-3 (80% EV) Friday week 23. End now expected Wk 25 spans weeks 29 and 30 but XA does. ISFab passed SG-3 (80% EV) Friday week 23. End now expected Wk 25
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Case-Study: Period-6 EV Summary
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Case-Study-7: Period-7 (Wks25-28) Status Report

Status S-C site visit held. S-C showed that OD provided an inappropriate design
LensFab current status is BCWP = 22k (73.3% complete ) Delivery still scheduled for Friday Wk 32 Focus on LensFab & LCPFab resulted in EFab not being monitored closely enough and overran by 1 wk and resulted in ET now scheduled when Tech-Is are unavailable, worse! Yet ET is EV-Type 0-100 and split across reporting period
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Tracking: Set Status Date (EG 13/7/01) Update OD to schedule, set Phys%C to 73% (21,900)
OD can be set to %C for the actual 73.3% and remove incorrect 100 variance)
Track EFab into Wk27 Track ISFab, ISABD and XA to schedule

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Case-Study: Period-7 Summary
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Period 77(25-28): S-C site visit held. S-C showed that OD provided an inappropriate design. LensFab current status isis73% Period (25-28): S-C site visit held. S-C showed that OD provided an inappropriate design. LensFab current status 73% complete (BCWP ==21.9k), Delivery still scheduled for Friday Wk 32. Focus on LensFab &&LCPFab resulted in EFab not being complete (BCWP 21.9k), Delivery still scheduled for Friday Wk 32. Focus on LensFab LCPFab resulted in EFab not being monitored closely enough and overran by 11wk and resulted inET (EV-Type 0-100) now scheduled when ICs are unavailable monitored closely enough and overran by wk and resulted inET (EV-Type 0-100) now scheduled when ICs are unavailable
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Case-Study: Period-7 MSPJ EV Full Figures
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Case-Study: EV Headlines To Period 7

Project figures as calculated in a spreadsheet Some rounding discrepancies and MSPJs treatment of P%C
Period Weeks BCWS ACWP BCWP BAC CV SV CV% SV% CPICUM SPICUM CPICUR SPICUR TCPI EACCPI EACCS 1 14 42,910 42,910 43,779 394,984 869 869 2% 2% 1.02 1.02 1.02 1.02 100% 387,144 380,312 2 3 4 5 6 7 58 912 1316 1720 2124 2528 105,188 170,128 211,525 252,758 295,365 332,871 110,289 175,229 224,671 291,355 361,301 407,859 115,993 161,103 181,452 229,578 270,201 298,916 394,984 394,984 394,984 394,984 394,984 394,984 5,704 14,126 42,560 62,046 92,407 108,943 10,805 9,025 35,175 29,208 32,231 33,955 5% 9% 24% 28% 35% 36% 10% 5% 17% 12% 11% 10% 1.05 0.92 0.81 0.78 0.74 0.73 1.10 0.95 0.83 0.88 0.89 0.90 1.07 0.69 0.35 0.71 0.57 0.68 1.16 0.69 0.37 1.14 0.93 0.95 98% 106% 125% 160% 370% NotPossible 375,561 429,617 490,309 504,611 533,694 538,940 350,850 443,868 544,441 533,227 555,515 553,831
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423 Achieving return on investment requires Governance, Project planning, Tracking and escalated/ delegated decision making
For further help & assistance Assist@LogicalModel.Net
+44 (0) 84 52 57 57 07
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Lesson 9
Lesson 9: Topics We Havent Covered
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What We Have Not Covered 1/3

Grouped projects Master projects with included, hierarchical subprojects Portfolios of (consolidated) projects
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WBS
Work Packages
Control Account
Control Work Account Packages
CA CA
OBS
CA
ResponsibleCA
CA
Accountable CA Consulted
CA CA Informed
CA CA CA CA CA CA CA CA CA CA
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What We Have Not Covered 2/3

External dependency links A link that include the tasks filename Moving and copying information between projects Mostly Copy, Cut and Paste work as expected Assignments are based on an internal ID not Names so care is needed, selecting tasks takes assignment details Views, Macros, base calendars (and more) can be copied with the organiser (a good way to restore heavily tailored views!)
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Not Covered Continued! 3/3

Using Outlook to eMail task assignments and timesheets And create resource pools Touched on Linking and Importing between MSPJ and other applications Have not looked at Embedding, or exporting MSPJ Server Resource pools, Timesheet admin, Executive decisions & Team comms Portfolio analyser and modeller MSPJ Web Access Customised filters, groups, calculated fields, indicators EG RAG indicators Changing toolbars and menus, writing macros and VBA Scripts Using project templates, accessing data via MS Access
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Lesson 10
Lesson 10: Summary & Evaluation
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Where we Started: Course Objectives

Be able to Link real-world PjM process to use of a typical planning tool Create a project base-line in Microsoft Project Track actual project progress against the base-line Analyse and report project status Amend project records to reflect intended responses
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There are other free sources of our value-add on our web-site www.logicalmodel.net
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Real-World Master-Class in Project Management With Microsoft Project and Earned Value - Free

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In the beginning was THE PLAN. And then came The Assumptions.

ct je ro g P ject gin Pro a an M

Simon Harris, PMP, CGEIT, IPMA-D, P2

Logical Model Ltd 2010

By Simon Harris, PMP, CGEIT, IPMA-D & PRINCE2 regd

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Purpose

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd +44 (0) 845 2 57 57 07

To Get The Best From The Course

Using the Course

Logical Model Ltd +44 (0) 845 2 57 57 07

Create project base-lines in Microsoft Project

Track actual project progress against the base-line

Amend project records to reflect intended responses to project status

Logical Model Ltd +44 (0) 845 2 57 57 07

A Chapter by Chapter Explanation of The Courses Structure 1/8

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Logical Model Ltd

The Courses Contents Described 2/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Contents Described 3/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Contents Described 4/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Contents Described 5/8

* Human Computer Interface

The Courses Contents Described 6/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Contents Described 7/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

The Courses Contents Described 8/8

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

Who Are We All?

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

Who Are Logical Model Ltd (LML)?

Logical Model Ltd +44 (0) 845 2 57 57 07

Lesson 1: Understanding What We Can and Cant See in MSPJ

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

Logical Model Ltd +44 (0) 845 2 57 57 07

Opening MSPJ: Understanding What We See

Workspace Column Header Guide & Help Pane Formatting Toolbar

Split-Screen handle Row Header

What Is Microsoft Project (MSPJ)? What We Cant See

Logical Model Ltd +44 (0) 845 2 57 57 07

Logical Model Ltd

Logical Model Ltd +44 (0) 845 2 57 57 07

The Data Hierarchy

Logical Model Ltd +44 (0) 845 2 57 57 07

Not all task durations vary based on the resources assigned

MSPJs Flexibility Is A Source Of Problems

More as we explore (MSPJ versions after 2003 have options to be dumber)

Logical Model Ltd +44 (0) 845 2 57 57 07